Strategic Plan FY06 - FY10 Draft - Mississippi · water in the spring of 2011 through various diversions to minimize impact on people of the flooded Mississippi River system have

Mississippi Department of Marine Resources

FY-2018 - 2022 Strategic Plan

1141 Bayview Ave., Suite 101

Biloxi, Mississippi 39530 Jamie M. Miller

Executive Director

July 2016

Introduction: Commission on Marine Resources The Commission on Marine Resources is charged with oversight for the management of Mississippi’s valuable coastal and marine resources through the Department of Marine Resources (DMR), which provides key support for the Commission’s decision-making process.

Prior to Hurricane Katrina’s landfall in August 2005, the Mississippi Gulf Coast had received increased focus,

not only for the gaming offered, but also for its recreational charter and commercial fishing, seafood, tourism,

boating, and other water-related sports and activities. This in turn increased the demands on the coastal zone’s

limited resources. Recreational fisheries had never been more popular and the demand for commercial seafood

in local restaurants soared. Developmental interests along the coast sought to keep pace with the increased

demand for housing and associated community amenities.

These inter-related factors have also affected our rebuilding efforts, as well as the long-term economy of the

coast. Hurricane Katrina’s impact on DMR operations was substantial. We were approaching normal

operations when the Deepwater Horizon oil disaster occurred in April 2010. The short-term environmental

damage is being addressed; however long-term effects remain difficult to quantify. Marine resource

restoration efforts are underway, and the economic damage is still being quantified. While our long-term

goals remain the same, disruption of marine-related activities continues for Mississippians and visitors to

our coast, and specific projects related to recovery from Katrina and the Deepwater Horizon disaster will

continue for several years.

DMR is doing its part to aid in the return of orderly growth for the Mississippi Gulf Coast. This Strategic Plan

assists us in laying out a five-year course of action to meet the many future challenges. The most critical

challenges are restoring and sustaining healthy and viable recreational and commercial fisheries and, at the

same time, restoring and protecting the coastal wetlands habitats on which these species depend. It is also

critical that coastal beaches, dune systems and adjacent wetlands be restored to help bolster the coast’s

defenses when another storm or man-made disaster inevitably strikes our area. Balancing the needs of our

residents and visitors with the long-term needs of our coast, without damaging the area’s economic recovery

and growth, is a challenge that we continue to meet.

These noble objectives can only be achieved with a well-thought-out plan for the future. This plan articulates

what we propose to do and how we propose to do it. It identifies each reader as our customer and charts our

path for meeting the various, and sometimes conflicting, future needs of our diverse customer base.

This planning document is the result of the contributions of many individuals. We have listened to all of you in

public hearings, at Commission meetings and in workshops on various aspects of marine resources

management. We are committed to a balanced approach in addressing your needs as a shareholder in our

coastal resources, while keeping in mind the requirements for the Mississippi Gulf Coast’s long-term health

and viability. The agency’s senior management, staff and all personnel are committed to supporting the

Department’s major programs and meeting the goals and objectives set forth in this Strategic Plan. With their

full commitment, I am certain that we will succeed in realizing the common vision shared by our community

leaders and the general public for the future of the Mississippi Gulf Coast.

Richard Gollott

Chairman, Commission on Marine Resources

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Introduction:

Commission on Marine Resources (continued)

The Commission on Marine Resources:

Mr. Richard Gollott

Chairman

Commercial Seafood Processors

Mr. Steve Bosarge

Commercial Fishermen

Mr. Mark H. Havard II.

Recreational Fishermen

Mr. Ernie Zimmerman

Nonprofit Environmental Organizations

Mr. Ron Harmon

Charter Boat Operators

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A Message from the Executive Director of the

Mississippi Department of Marine Resources: Mississippi Marine Resources Stakeholder:

The Mississippi Department of Marine Resources (MDMR) is pleased to submit this Strategic Plan for 2018-

2022 as a guide for the proper and best use of Mississippi's coastal and marine resources.

The Department of Marine Resources was established in 1994 to regulate matters pertaining to all saltwater

aquatic life and marine resources. Our agency is dedicated to enhancing, protecting and conserving the marine

interests of Mississippi for present and future generations.

The Mississippi Gulf Coast is home to some of the nation's most productive shellfish and finfish waters and

their supporting coastal wetlands. Many generations have depended on these resources for their livelihoods.

Mississippi marine resources have not only sustained a growing economy, but have contributed greatly to the

culture and heritage of the Coast and Mississippi.

The MDMR and the Commission on Marine Resources (CMR) are committed to implementing the program

goals identified in this strategic plan. We look forward to managing Mississippi's marine life, public trust

wetlands and waterfront areas for the long-term recreational, educational, commercial and economic benefit of

everyone in the state.

In appreciation,

Jamie M. Miller

Executive Director

Mississippi Department of Marine Resources

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Table of Contents:

FOREWARD -

Page Number

Introduction – Commission on Marine Resources…………………………………. 1

Message from the DMR Executive Director………………………………………. 3

DMR Five-Year Strategic Plan (2018-2022) Table of Contents…………………... 4

DMR FIVE-YEAR STRATEGIC PLAN 2018 - 2022

1. Comprehensive Mission Statement of DMR…..………………………………. 5

2. Overview of DMR Five-Year Strategic Plan…………………………………... 6

3. Performance Objectives Summary of Programs (FY-2018 – FY-2022)………. 12

A. Program 1. Marine Fisheries……………………………………….….. 13 B. Program 2. Coastal Resources Management……………………….….. 34 C. Program 3. Tidelands Trust………………………………………….… 42 D. Program 4. Marine Patrol………………………………………….…… 48 E. Program 5. Administrative Services……………………………….…… 60 F. Program 6. Coastal Restoration and Resiliency...……………………… 87

G. Program 7. Grand Bay National Estuarine Research Reserve…………. 93

4. Description of Significant External Factors That May Affect………………… 96

Projected Levels of Performance

5. Description of DMR’s Internal Management System Utilized to Evaluate Its… 99

Performance Achievements in Relationship to Targeted Performance Levels

A. Management Policies………………………………………………..…. 99

B. DMR Procedures………………………………………………………. 99

C. Tracking Procedures……………………………………………….…... 99

D. Organizational Structure…………………………………………….…. 99

E. How Performance Evaluation Impacts Budgeting of Funds…………… 99

Appendices:

Appendix A. Enabling Legislation and Mandates…………………………….. 100

Appendix B. Other Information……………………………………………….. 103

Appendix C. Acknowledgements………………………………………….….. 104

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1. Comprehensive Mission Statement of the

Mississippi Department of Marine Resources:

Mission Statement: The mission of the Department of Marine Resources (DMR) is to enhance, protect and conserve marine interests of the State by managing all marine life, public trust wetlands, adjacent uplands and waterfront areas known as the Mississippi Coastal Zone, for optimal commercial, recreational, educational and economic uses of these resources consistent with environmental concerns and social changes.

Vision Statement:

The DMR is a recognized leader and innovator in marine resource management. This reputation has been earned through our efforts to:

1) Ensure healthy habitat and water quality that sustains marine fisheries at optimum yield levels

2) Promote quality, safe seafood products and

3) Effectively balance economic development with ecological and environmental conservation.

We seek to satisfy the diverse needs and desires of all of our customers, resolving user group conflicts

whenever possible. Through proactive public education and outreach, we will increase the knowledge of the

public and our various constituents on the process and importance of regulating marine resources.

To accomplish this vision, we will continually improve our management system to support an ever-increasing

use of these resources. Our decision-making and that of our stakeholders will increasingly be based on research,

accurate needs assessments and best-available information. We will leverage available human and financial

resources and knowledge through interagency and intra-agency cooperation, collaboration and teamwork,

including reducing instances of duplication of research and management efforts. Effective use of available

technology will further leverage these resources.

Enabling Legislation:

As a Mississippi agency, the DMR derives its authority and mandates for action from a variety of state laws.

These include Seafood, Coastal Wetland, Public Trust Tidelands, Marine Boat and Water Safety, Channel

Maintenance, Implementation of Coastal Program as part of the Marine Resources Council Act, Marine Litter

and Derelict Vessel legislation, plus Mississippi’s role related to applicable federal legislation involving marine

resources.

A summary of the various laws that affect the operations of the Commission of Marine Resources and the

Department of Marine Resources is contained in Appendix A – “Enabling Legislation and Mandates” (Page

117).

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2. Overview of DMR Five-Year Strategic Plan

A. Strategic Planning Environment

Stewardship of our Natural Resources: The Mississippi Gulf Coast was, not long ago, one of the

fastest-growing regions within the State of Mississippi. In recent years, a combination of natural and

man-made disasters has created substantial challenges. Following the destruction and subsequent recovery

related to Hurricane Katrina in 2005, the Deepwater Horizon disaster of 2010 and the release of fresh

water in the spring of 2011 through various diversions to minimize impact on people of the flooded

Mississippi River system have posed our latest challenges to our natural resources. A great deal of recovery

and restoration has already taken place, but there is still much to do.

The Gulf Coast is not only a statewide asset, but it is significantly linked into the greater Gulf of Mexico

region. This area is a state and national coastal and marine treasure that commands special attention and

stewardship efforts. The Gulf Coast is Mississippi’s direct window to international marine trade. It is

rich in natural resources and, at the same time, fragile and destructible if subjected to unlimited

exploitation.

The Deepwater Horizon disaster created an environmental, economic and social crisis, impacting every

state along the Gulf Coast and countless people and businesses from Florida to Texas. Extreme flooding

from our rivers periodically threatens habitat for oysters and nursery grounds for many saltwater

species. However, these resources are highly resilient and responsive to proper long-term resource

management. The DMR is charged with stewardship responsibilities of these resources and provides much

of this management. Other federal, state and local government entities also represent the public interest in

the area as well, and they are involved as partners in this stewardship role. This is acknowledged within

the State of Mississippi statutes and federal support of cooperative efforts as an important part of

implementing the DMR’s strategic plan.

Fisheries and Habitat Management and Regulations: The Magnuson-Stevens Sustainable Fisheries

Act of 1996, as amended, defines broad roles for both federal and state agencies in the cooperative

management of inter-jurisdictional fisheries (those that use water bodies common to two or more

political boundaries or are under management by two or more government entities). The DMR is an active

member of the Gulf of Mexico Fisheries Management Council and the Gulf States Marine Fisheries

Commission. The DMR represents Mississippi’s interest in this multi-agency group that directly affects

management of important commercial and sport fishing species. Bays, sounds, estuaries and near-shore

coastal waters provide essential fishery habitat for 96 percent of the marine fisheries species in the

Southeast, and coastal and inland productivity play an important role in supporting offshore fisheries.

Coastal resources management and use decisions within Mississippi, other Gulf Coastal states and

federal government agencies and, very importantly, the interest of local people that inhabit the area, all

affect how Mississippi’s Gulf Coast is managed. Every individual and organization within the region has

the capacity to feel ownership and exercise personal responsibility for his or her use of coastal resources.

It is in this singular and collective environment that the State has created a separate agency to focus

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stewardship for the coastal resources of the state.

Limited Capital and Human Resources: A continuing environment of limited capital and human

resources will control how stewardship and management actions are prioritized and carried out. Current

budgetary challenges at both the state and federal levels magnify this challenge. This requires careful

strategy to focus on appropriate, leveraged efforts with those of other agencies, to pool both public and

private resources for maximum benefit, rather than pursue duplicate efforts that may achieve only

limited and piecemeal effect. In addition, staff reductions have been implemented primarily through

attrition. Better use of federal funding as a match for state-provided funds provides additional leverage

of resources. Further substantial budget cuts may result in the need to reduce or limit current programs.

Need for Public Education and Information: A continuing need exists for public education and

information, both to communicate new rules and regulations and to educate new people in the Gulf

Coast area. The need for education is a serious challenge for marine resources management programs.

Accurate public and private education at all levels must be addressed by marine resources strategy to

ensure citizens are informed and prepared to take positions of responsibility in coastal and marine

stewardship now and in the future. This became even more apparent following inaccurate and incomplete

national media coverage of the impact of recent incidents on the safety of Gulf seafood.

Product Safety – Environment, Standards, and Imports: Our fisheries are affected by environmental

factors, such as pollution, freshwater incursions and harmful algal blooms (red tide) in our waters. The

federal government has placed added pressures on managing fisheries. Strict adherence to health and safety

standards is mandatory if Mississippi seafood processors are to continue interstate shipping as they do

now. More than 90 percent of U.S. shrimp consumption is now imported from Mexico, South America

and Asia, and this percentage has been steadily increasing. This brings added concerns of understanding

how to manage imported seafood diseases that could affect domestic wild stocks. Additionally, continued

rigorous testing of all Gulf seafood provides us with the evidence needed to be able to assure local and

national buyers of seafood that Gulf seafood that is available in restaurants and grocery stores are safe.

Economic Growth and Development: The Gulf Coast remains one of the State’s viable growing

economic areas. Our coast plays a significant part in the State’s economic growth plans. Population and

tourism growth were certainly impacted by Katrina in the short term. Fears about the impact of the

Deepwater Horizon incident on our beaches slowed tourism in 2010, but visitors returned to our shores

in 2011. It is reasonable to assume that, once we have completed restoration work along the coast, that

we will again see tourism bring more than 6 million visitors annually to the Gulf Coast.

The economic impact of the Deepwater Horizon incident on our fishing community and related industries,

including restaurants, has been substantial. Fears about the safety of Gulf seafood have reduced demand,

despite more rigorous testing than ever before and no evidence of seafood tainted by oil in the

marketplace. Significant cooperative marketing efforts by all states that harvest Gulf of Mexico seafood

have been undertaken in order to address these concerns on a national and international basis.

We can expect that population of the coastal counties will again rise at a rate greater than other areas of

the State. Continuing pressure on local infrastructure will occur as demand for new and expanded services

intensify. The challenge is to maintain the balance of the coastal environment while continuing to promote

economic growth and development.

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Economic and community development efforts embrace the linkage between economic and environmental

goals at all levels of government. Such relationships are widely recognized as critical to preserving our

economic security and future development options in a constantly changing world. Dynamics of the area

also demand that Mississippi’s Coastal Program be revisited on a periodic basis for update and to enlist

awareness, understanding and support of the state’s long-term coastal zone management plan that is

administered by the DMR.

Data and Information Needs: The environment includes the regulatory and ordinance mandates of

federal, state and local governments that make up the public policy as well as the will of the people. The

natural and man-made dynamics of the region are constantly affecting marine resources management

data and information. Accurate and timely information updates on coastal and marine conditions are

required to advise and support the public legislative and judicial processes of marine resources

management. Good management strategy also requires preservation of historical data with timely

comparison and introduction of new information to support decision-making and policy guidance by

legislative and commission bodies. Information management is a key element addressed within the

strategic plan.

Inclusive Process: The marine resources strategic planning environment is broad and inclusive. The

plan is not culminated in a single event but a continuing long-term unfolding process that requires periodic

update and re-evaluation. Toward this end, the DMR eagerly undertakes the challenges of its vital resource

management mission for the people of Mississippi.

B. Agency Goals and Strategies for Attaining Goals

1. The overarching goals for the agency include:

a. Maintain healthy habitat and water quality.

b. Promote quality and safety of Mississippi seafood products.

c. Provide public outreach and education to support our mission.

d. Minimize user conflicts and complaints.

e. Employ properly trained, fairly compensated personnel and provide them with the

necessary equipment to do the job.

2. The Strategic Plan is divided into seven major programs, which will implement strategies

that support the DMR’s mission. The major programs and the agency’s top priorities for

each program are summarized below.

a. Marine Fisheries Program

Effectively manage the diverse fisheries in Mississippi’s coastal waters, provide input on

habitat restoration and conservation activities and diversify habitat through Mississippi’s

Artificial Reef Program.

Promote quality and safety of Mississippi’s seafood products.

Provide effective education, public outreach and promote stewardship of marine

resources with each user group. Through these efforts, user group conflicts and

complaints will be minimized.

Ensure DMR staff has the skills and training to accomplish our mission.

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b. Coastal Resources Management

Maintain healthy habitat and water quality, through the use of effective research,

planning and monitoring.

Manage the coastal wetland permitting process for the State of Mississippi,

ensuring compliance with appropriate state and federal laws and regulations.

Manage the DMR’s coastal wetland program.

Manage state-owned coastal preserves in cooperation with other applicable state

and federal agencies.

c. Tidelands Trust Fund Program

Provide the Mississippi Legislature with quality, cost-effective proposals to meet

the objectives of the Tidelands Trust Fund, including a balanced distribution of

available funds to public access and tidelands management projects.

Implement new and additional tidelands programs, based on the priorities

established by the Mississippi Legislature and the Commission on Marine

Resources.

Track and manage all Public Access and Tidelands Management projects.

Increase the effective use of Tidelands funds by the DMR.

Use currently allocated funds to appropriately acquire additional tidelands land.

d. Marine Patrol Program

Law Enforcement: Operate and man a 24-hour patrol of an area that encompasses

over 1,000 square miles of marine waters, 369 miles of shoreline, 66,933 acres of

marsh land and the land mass of Hancock, Harrison and Jackson Counties.

Investigations: Enforce the laws of the State of Mississippi using covert

operations to gather intelligence, and carry out marine theft investigations and

personnel background investigations.

Boat and Water Safety: Coordinate all marine events. Conduct inspections of

Department vessels. Respond to environmental emergencies. Conduct boat and

water safety classes for all constituents.

Emergency Response: Conduct emergency response in the marine waters of the

state and adjacent counties.

Public Assistance: Provide non-emergency assistance to the public when they are

in distress upon the marine waters.

Public Relations: Marine Patrol Officers provide information on rules and

regulations to the public and are called upon to speak on behalf of enforcement’s

efforts to special interest groups.

Shellfish Program: Enforce rules and regulations regarding the harvest,

transportation, processing and both retail and wholesale marketing.

Communications: Provide 24-hour radio dispatch.

e. Administrative Services Program

Executive Directorate Programs:

o Human Resources: Foster and support the retention and professional growth of existing

employees through a combination of appropriate and

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consistent classification of all employees, fair and equitable

compensation, effective personnel budgeting, a comprehensive

and competitive benefits system, consistently administered

performance appraisals and a comprehensive professional

development and training program.

Administer and manage the recruitment and selection of

excellent new employees.

Provide consistent administrative support to DMR managers,

including documentation of the organizational structure,

comprehensive personnel policies and associated

administrative activities.

o Public Affairs: Promote awareness of the DMR, its roles,

responsibilities and programs through a proactive program of

community outreach, education, public information and legislative

and media relations.

o Marketing: Commercial Seafood Marketing: Promote the state’s

commercial fishing industries including processors, wholesalers, distributors, packagers, seafood market suppliers, and aquaculture, to include shrimp, oysters, crab and finfish.

Recreational Fishing: Promote the state’s saltwater recreational

finfishing activities and related industries including marinas,

fishing gear and equipment, charter boats, bait shops and

others.

o Derelict Vessel Program: Enforce state laws through removal and

disposal of derelict vessels, thereby protecting our environment and

keeping our coastal wetlands and navigable waterways safe for use by

the general public.

o Develop, maintain and manage a plan for effective channel

maintenance. (unfunded mandate)

Business Office:

o Accounting and Budget: Ensure responsible fiscal management throughout the DMR through the use of sound accounting practices, good budget management and appropriate fiscal controls and audits.

o Information and Data: Provide accurate and timely information, both

to the general public and internally to employees of the DMR.

o Property Management: Ensure effective and safe use of all DMR

property, equipment and vehicles through regular maintenance, good

inventory management and periodic compliance audits of vehicle

operating procedures and records.

o Policies, Procedures and Plans: Develop effective policies, procedures

and plans in support of the DMR mission.

o Public Use Programs: Provide support for effective use of marine

resources through appropriate licensing and programs.

f. Coastal Restoration and Resiliency

Coastal Restoration and Resiliency (CRR): Coordinate Comprehensive/Coastal

Restoration and Resiliency Planning with all appropriate agencies, public and

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private.

Mississippi Gulf Coast National Heritage Area: Develop, update and administer

the management plan in support of the development of this designated National

Heritage Area.

Coastal Impact Assistance Program: Administer this program, which funds

projects and activities for the conservation, protection and restoration of coastal

areas.

The Coastal Estuarine Land Conservation Program secures and protects

threatened coastal lands through effective management of NOAA resources.

Geographic Information Systems Unit: Support the Department of Marine

Resources in the effective use of GIS technology in the communication and

interpretation of mission-related data.

The Coastal Impact Assistance Program provides funds for projects and activities

for the conservation, protection and restoration of coastal areas.

g. Grand Bay National Estuarine Research Reserve

The mission of the Reserve is to practice and promote informed stewardship of the Grand

Bay NERR and Mississippi coastal resources through innovative research, education and

training.

Programmatic efforts at the NERR are focused on habitat protection, water quality and

climate change and are consistent with the National Estuarine Research Reserve System’s

2011-2016 Strategic Plan and the 2013-2018 Grand Bay NERR Management Plan.

The NERR program is separated into five sectors that work together to achieve the mission:

Administration, research, stewardship, training and education.

3. Benchmarked within each program are the associated 5-year Performance Objectives, which are

detailed in Section 3. These performance objectives set the pace for the DMR’s programs in

support of the five-year strategic goals.

4. Within the DMR, annual legislative budget submission line items are tied closely to annual

implementation plans that will carry forward the long-range goals of the Department.

(Accomplishment of the goals and objectives stated in this strategic plan are subject to

Legislative appropriations.) Final legislative action on the DMR’s annual appropriations and

continuous strategic planning process, in concert with the Commission on Marine Resources,

determines the guidance for annual implementation and adjustment of projects and programs.

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3. Performance Objectives Summary of Programs

The Strategic Plan is divided into seven programs that support the DMR’s mission. These “Programs”

or “Offices” correspond to the FY-2018 DMR Budget Submission. The corresponding objectives for

each program are listed in the following pages, followed by a description of the strategy or strategies

the DMR will pursue in achieving that objective. Budget figures for each program are summarized at

the end of each program.

DMR Programs:

3A. Program 1 - Marine Fisheries

3B. Program 2 - Coastal Resources Management

3C. Program 3 - Tidelands Trust Fund

3D. Program 4 - Marine Patrol

3E. Program 5 - Administrative Services

3F. Program 6 - Coastal Restoration and Resiliency

3G. Program 7 - Grand Bay National Estuarine Research Reserve

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3A. Program 1 – Marine Fisheries

Introduction: Marine fisheries are important and highly visible renewable natural resources of Mississippi. The DMR places high priority upon supporting sustained finfish and shellfish resources for the enjoyment and consumption of all citizens. This public trust is carried out to ensure the protection of these resources and the economic and recreational viability of both commercial and recreational fishing for current and future generations. Public concerns focus on access and availability of fishery resources and health and safety of seafood products. DMR fishery personnel are wholly dedicated to keeping Mississippi’s commercial and recreational fishery resources healthy and sustainable. The DMR invites all citizens who use and enjoy the State’s saltwater fish and shellfish harvesting and sports fishing opportunities to join in being good stewards of these valuable resources.

The Marine Fisheries Program provides for the effective management of the State’s marine fisheries,

including important commercial and recreational finfish species, such as speckled trout, red drum,

menhaden, and mullet, and shellfish species including shrimp, oysters and blue crab.

Each bureau of the Marine Fisheries Program addresses specific aspects of effective management of the

State’s marine fisheries:

The Shellfish Bureau manages and restores the marine shellfish resources and habitat for

Mississippi and maintains compliance with the Interstate Shellfish Sanitation Conference/

National Shellfish Sanitation Program (ISSC/NSSP) requirements for shellfish growing

waters. Oysters are the primary focus.

The Seafood Technology Bureau is responsible for ensuring that suitable sanitary

conditions exist for processing and distribution of seafood in Mississippi, assisting the

seafood industry in compliance with Hazard Analysis Critical Control Points (HACCP)

regulations, ISSC/NSSP sanitation rules and regulations, and providing technical assistance

to the Mississippi seafood industry.

The Finfish Bureau collects statistics on both commercial and recreational fisheries

landings, sets seasons and limits for finfish populations for each user group, and develops

and coordinates independent projects on ecological requirements and biological life history

information on important finfish species.

The Artificial Reef Bureau is responsible for monitoring and increasing essential fish

habitat through artificial reef development in Mississippi coastal waters and adjacent federal

waters. The Derelict Vessel Program works with this bureau by supplying derelict steel hull

vessels for use as artificial reef material.

The Shrimp and Crab Bureau provides management of the state’s commercial and

recreational shrimp and crab fisheries, including monitoring and assessment of these

fisheries, setting seasons, gear regulations and other related management measures as

required, and permitting, inspections, licensing. Included in these responsibilities is the

Derelict Trap Removal Program.

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Cooperation and coordination with adjoining state marine fisheries agencies, as well as regional and federal

fishery authorities, are integral to the success of Mississippi’s fishery activities. The program places an emphasis

on conservation and overall management of living marine organisms through research and data collection as

modified by relevant social, economic and biological factors. The Office of Marine Fisheries utilizes the most

appropriate methods for management, including but not limited to:

regulating harvesting

habitat enhancement and restoration

water quality monitoring for molluscan shellfish harvesting

setting of catch limits and seasons

seafood safety inspections of processing and distribution facilities.

RESTORATION, RECOVERY, MONITORING AND ASSESSMENT: As a result of multiple natural and man-made disasters in recent years, we have increased and changed the way we monitor fisheries activities and habitat. Rebuilding of habitat substantially increased, including artificial reefs and oyster reefs. These efforts contributed to successful oyster seasons, with the 2008-2009 oyster season reaching pre-Katrina harvest levels, and in March 2010 (one month before the Deepwater Horizon oil disaster) the oyster reefs were considered to have fully recovered. Cooperative efforts with storm-affected fishermen resulted in over 13,000 derelict crab traps being removed from Mississippi marine waters in the years since the storm.

3A. Program 1 – Marine Fisheries FY-2018

1. Effectively manage the diverse fisheries in Mississippi’s coastal waters and provide input to habitat

restoration and conservation activities.

Strategies:

Marine Fisheries Program: (involving all bureaus of this office)

Conduct cooperative research and development projects with institutions of higher learning

and other entities, focusing on high priority fishery species.

Provide technical advice to the coastal area aquaculture industry and assist in meeting

aquaculture regulatory requirements.

Monitor, assess and update all sustainable finfish and shellfish population

initiatives

Regularly review and assess regulations and make appropriate recommendations to improve

currency, relevancy and efficiency. Improve management decisions through cumulative data analysis.

Assess personnel needs related to all programs. Prioritize additional personnel

requirements and hire personnel, as appropriate, to fill needs in highest priority area.

Administer Endangered Species Act Section 6 Agreement for listed marine species.

Establish Program Coordinator positions within each bureau to meet program needs

within budget constraints. (This will be done through upgrading current personnel, not

adding staff.)

Shellfish Bureau: Rehabilitate, restore, cultivate and/or create oyster reefs annually.

Maintain long-term monitoring and assessment projects for shellfish fisheries

and regulatory mandates associated with managing these resources.

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Secure additional funding for and continue long-term study of fishery

disaster recovery and implications for Mississippi coastal waters through

cooperative efforts with fishermen.

o Collect shell retention fees for reef revitalization.

o Revise, improve and maintain the electronic trip-ticket/tagging

program. Maintain oyster farm lease program. Work with private and public entities to obtain material and funds to support the Mississippi

Shellfish Program.

Continue the Mississippi Oyster Restoration Effort (MORE) Stewardship Program.

Finfish Bureau: Collect and interpret biological information relative to stock assessment for marine

finfish.

Monitor and report commercial and recreational landings data.

Begin to expand the independent biological sampling plan, to include monitoring

and assessment of all areas of the Mississippi Sound and adjacent estuaries.

Research potential funding sources.

Secure funds to expand biological sampling of targeted species of commercially

and recreationally important finfish to cover more targeted species, once additional

funding can be secured.

Secure additional funding for and continue long-term study of fishery disaster

recovery and implications for Mississippi coastal waters through cooperative

efforts with fishermen.

Artificial Reef Bureau: Monitor and increase essential fish habitat through artificial reef development in

Mississippi coastal waters and adjacent federal waters. Employ sidescan technology to assist with various other department programs: derelict

vessel removal activities, oyster monitoring activities, derelict crab trap activities and marine patrol recovery efforts.

Employ sidescan technology to assist local, state and federal entities by identifying hazards to navigation and shoal areas to be dredged.

Work with private and public entities to obtain material and funds to support the Mississippi Artificial Reef Program.

Maintain and acquire equipment to aid in the handling of donated artificial reef materials at DMR staging site.

Shrimp and Crab Bureau: Maintain long-term monitoring and assessment projects for shrimp and crab fisheries in

territorial waters and regulatory mandates associated with managing these resources.

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Secure funding for and continue long-term study of Mississippi coastal fisheries

through cooperative efforts with fishermen.

Conduct activities that support effective management, including:

o Catch/unit data collection and analysis o Live bait camp inspections and licensing o Analyze monthly catch/sales data o Real-time hydrological monitoring program o Scientific Collection permitting for research projects.

Conduct annual Derelict Trap Removal Program to locate and recycle derelict traps. Coordinate and administer USFWS sportfish restoration projects.

2. Promote quality and safety of Mississippi seafood products.

Strategies:

Marine Fisheries Program (all Bureaus): Conduct safety testing for selected marine species.

Shellfish Bureau: Conduct surveys of shellfish growing waters and sanitary surveys in accordance with NSSP

guidelines. o Collect monthly water samples at all compliance stations.

o Analyze results and re-classify areas as appropriate.

o Conduct pathogenic source tracking and growing area hydrographic studies as required.

o Coordinate with appropriate entities for the mitigation of identified water

quality issues.

Maintain shellfish program compliance with ISSC/NSSP and state guidelines. o Collect data consistent with ISSC requirements.

o Conduct Harmful Algal Bloom (HAB) Sampling Program. o Establish and maintain meteorological stations.

Seafood Technology Bureau:

o Inspect seafood processing and distribution facilities on a quarterly basis to ensure compliance with state and federal seafood sanitation safety regulations o Ensure all water sources are potable.

o Ensure that the processing procedures of all new seafood dealers, new buildings and new

equipment are validated. Provide technical assistance to the seafood industry to aid in maintaining high

sanitation standards in producing value-added products, maintaining high consumer

confidence in Mississippi seafood products and improving operations.

Continue to meet the requirements associated with the highest level of certification for

the Seafood Technology program through the Food and Drug Administration’s (FDA)

P.E.E.R. audit process.

Continue to implement and meet the requirements of the State Vibrio Risk Management Plan

through the FDA’s Vibrio P.E.E.R. process.

16

Increase public awareness of food safety issues and appropriate actions to be taken.

o Provide technical assistance, outreach and education regarding the handling and

consumption of raw shellfish products.

o Conduct trainings, and support stewardship meetings and workshops on

seafood safety.

o Promote dissemination of information on seafood sanitation, quality and

handling practices and issues specific to imported seafood products.

o Conduct research survey and seafood testing on imported seafood. o Conduct research activities according to requirements of new regulatory protocols.

Maintain current levels of service as the number of processors changes.

Continue grant-writing process to find additional funding for seafood safety public

outreach activities and continue the education and training program of the bureau to

help the seafood industry.

3. Provide effective education and public outreach, and promote stewardship of marine resources

with each user group. Through these efforts, user group conflicts and complaints will be

minimized.

Strategies:

Ensure effective communications with each user group, in order to gather information

and address concerns. Use appropriate approaches and effective methods for formal

communications for each user group.

Survey user groups through public forums and task forces to obtain input

and feedback.

Conduct informative meetings with harvesters and processors to

identify problems and possible solutions.

Publish annual newsletters to harvesters, including information about DMR activities and

tips on effective stewardship. Track and address both positive and negative comments about the agency.

Provide and promote “Smart Harvesting Tips” for every bureau’s constituents, including

suggestions related to time and energy efficiencies.

Provide educational information and materials for various user groups.

Provide appropriate courses and educational materials to impact effective management

of marine fishery resources. Conduct, expand and maintain the oyster stewardship program. Develop and conduct training on seafood safety and sanitation.

Provide and promote “Smart Harvesting Tips” for every bureau’s constituents.

Provide Environmental Education program.

4. Ensure DMR staff has the skills and training necessary to accomplish our

mission.

17

Strategies:

Regularly assess DMR staff skills regarding effective marine fisheries management and

related responsibilities.

Provide appropriate professional training opportunities through either internal or external

training programs. These may include credentialing opportunities or less formal

information exchanges that provide newly available information to appropriate staff.

Provide regular internal education about the Marine Fisheries Program mission and how

it relates to the work of each bureau.

Conduct educational seminars to encourage enhancing familiarity between interest groups

and increase awareness of programs, needs and opportunities that are relevant to marine

resources.




Strategies:


Conduct cooperative research and development projects with institutions of higher

learning and other entities, focusing on high priority fishery species.

Maintain and expand existing trip ticket program for additional components of the

seafood industry.

Provide technical advice to the coastal area aquaculture industry and assist in

meeting aquaculture regulatory requirements.


initiatives.

Regularly review and assess regulations and make appropriate recommendations to

improve currency, relevancy and efficiency.

Improve management decisions through increased data analysis. Assess personnel needs related to all programs. Prioritize additional personnel

requirements and hire personnel, as appropriate, to fill needs in highest priority

area.

Administer Endangered Species Act Section 6 Agreement for listed marine

species.

Establish Program Coordinator positions within each bureau to meet program

needs within budget constraints. (This will be done through upgrading current

personnel, not adding staff.)

Shellfish Bureau:

Rehabilitate, restore, cultivate and/or create oyster reefs annually.






18

Collect shell retention fees for reef revitalization.

o Revise, improve and maintain the electronic trip-ticket/tagging program.

Maintain oyster farm lease program.

Work with private and public entities to obtain material and funds to support

the Mississippi Shellfish program.

Continue the Mississippi Oyster Restoration Effort (MORE) Stewardship

Program.

Investigate the feasibility of rearing hard clam in Mississippi.

Finfish Bureau: Collect and interpret biological information relative to stock assessment for marine finfish. Monitor and report commercial and recreational landings data.

Continue to expand the independent biological sampling plan, to include monitoring

and assessment of all areas of the Mississippi Sound and adjacent estuaries.

Research potential funding sources.


recovery and implications for Mississippi coastal waters through cooperative efforts

with fishermen.

Implement expanded biological sampling of targeted species of commercially and

recreationally important finfish to cover more targeted species, once additional funding

can be secured.

Implement trip-ticket system, contingent upon need and availability of funding.

Artificial Reef Bureau: Monitor and increase essential fish habitat through artificial reef development in Mississippi

coastal waters and adjacent federal waters. Employ sidescan technology to assist with various other department programs: derelict vessel

removal activities, oyster monitoring activities, derelict crab trap activities and marine patrol recovery efforts.




Shrimp and Crab Bureau: Maintain long-term monitoring and assessment projects for shrimp and crab fisheries in territorial

waters and regulatory mandates associated with managing these resources. Secure funding for and continue long-term study of Mississippi coastal fisheries



Catch/unit data collection and analysis

Crab fishery surveys

Live bait camp inspections and licensing

19

Analyze monthly catch/sales data

Scientific Collection permitting for research projects.

Conduct annual Derelict Trap Removal program to locate and recycle derelict traps.

Coordinate and administer USFWS sportfish restoration projects.


Strategies:


Shellfish Bureau: Conduct surveys of shellfish growing waters and sanitary surveys in accordance

with NSSP guidelines.

o Collect monthly water samples at all compliance stations. o Analyze results and re-classify areas as appropriate. o Conduct pathogenic source tracking and growing area hydrographic studies as required.


quality issues.

Maintain shellfish program compliance with ISSC/NSSP and state guidelines.

o Collect data consistent with ISSC requirements. o Conduct Harmful Algal Bloom (HAB) Sampling Program. o Establish and maintain meteorological stations.

Seafood Technology Bureau: o Inspect seafood processing and distribution facilities on a quarterly basis to ensure compliance

with state and federal seafood sanitation safety regulations o Ensure all water sources are potable. o Ensure that the processing procedures of all new seafood dealers, new

buildings and new equipment are validated. Provide technical assistance to the seafood industry to aid in maintaining high

sanitation standards in producing value-added products, maintaining high

consumer confidence in Mississippi seafood products and improving operations.

Continue to meet the requirements associated with the highest level of certification

for the Seafood Technology program through the Food and Drug Administration’s

(FDA) P.E.E.R. audit process.

Continue to implement and meet the requirements of the State Vibrio Risk

Management Plan through the FDA’s Vibrio P.E.E.R. process.


o Provide technical assistance, outreach and education regarding the handling

and consumption of raw shellfish products.


seafood safety.


handing practices and issues specific to imported seafood products.

o Conduct research survey and seafood testing on imported seafood.

20

o Conduct research activities according to requirements of new regulatory protocols. Maintain current levels of service as the number of processors changes.

Secure additional funding for seafood safety public outreach activities and continue the

education and training program of the bureau to help the seafood industry. 3. Provide effective education, public outreach and promote stewardship of marine resources with each user

group. Through these efforts, user group conflicts and complaints will be minimized.

Strategies:

Ensure effective communications with each user group, in order to gather information and address

concerns. Use appropriate approaches and effective methods for formal communications for each

user group.

Survey user groups through public forums and task forces to obtain input and feedback.

Conduct informative meetings with harvesters and processors to identify problems

and possible solutions.

Publish annual newsletters to harvesters, including information about DMR activities and tips

on effective stewardship.

Track and address both positive and negative comments about the agency.

Provide and promote “Smart Harvesting Tips” for every bureau’s constituents, including

suggestions related to time and energy efficiencies.


Provide appropriate courses and educational materials to impact effective management of marine

fishery resources. Conduct, expand and maintain the oyster stewardship program. Develop and conduct training on seafood safety and sanitation.



4. Ensure DMR staff has the skills and training necessary to accomplish our mission.

Strategies:

Regularly assess DMR staff skills regarding effective marine fisheries management and related

responsibilities.

Provide appropriate professional training opportunities through either internal or external training

programs. These may include credentialing opportunities or less formal information exchanges that

provide newly available information to appropriate staff.

Provide regular internal education about the Marine Fisheries Program mission and how it relates to

the work of each bureau.

Conduct educational seminars to encourage enhancing familiarity between interest groups and

increase awareness of programs, needs and opportunities that are relevant to marine resources.


21



Strategies:







initiatives





area.


species.



personnel, not adding staff)

Add DMR Marine Fisheries Marine Administrator I, as budget constraints and

current legislative conditions allow.

Shellfish Bureau:













Program.



finfish.


22

Continue to expand the independent biological sampling plan, to include

monitoring and assessment of all areas of the Mississippi Sound and adjacent

estuaries. Research potential funding sources.





recreationally important finfish to cover more targeted species, once additional


Implement trip-ticket system, contingent upon need and availability of funding.






Maintain and acquire equipment to aid in the handling of donated artificial reef materials at DMR staging area.

Shrimp and Crab Bureau: Maintain long-term monitoring and assessment projects for shrimp and crab fisheries in

territorial waters and regulatory mandates associated with managing these resources. Secure funding for and continue long-term study of Mississippi coastal fisheries








Conduct annual Derelict Trap Removal program to locate and recycle derelict

traps.



23

Strategies:


Shellfish Bureau: o Conduct surveys of shellfish growing waters and sanitary surveys in accordance with

NSSP guidelines. o Collect monthly water samples at all compliance stations. o Analyze results and re-classify areas as appropriate. o Conduct pathogenic source tracking and growing area hydrographic studies as required.


quality issues.



Seafood Technology Bureau: o Inspect seafood processing and distribution facilities on a quarterly basis to ensure

compliance with state and federal seafood sanitation safety regulations o Ensure all water sources are potable. o Ensure that the processing procedures of all new seafood dealers, new building and new













seafood safety.





Secure additional funding for seafood safety public outreach activities and continue

with the education and training program of the bureau to help the seafood industry.

24

3. Provide effective education, public outreach, and promote stewardship of marine

resources with each user group. Through these efforts, user group conflicts and

complaints will be minimized.

Strategies:

Ensure effective communications with each user group, in order to gather

information and address concerns. Use appropriate approaches and effective

methods for formal communications for each user group.

Survey user groups through public forums and task forces to obtain

input and feedback.

Conduct informative meetings with harvesters and processors to

identify problems and possible solutions.

Publish annual newsletters to harvesters, including information about DMR activities

and tips on effective stewardship. Track and address both positive and negative comments about the agency.

Provide and promote “Smart Harvesting Tips” for every bureau’s

constituents, including suggestions related to time and energy

efficiencies.


Provide appropriate courses and educational materials to impact effective

management of marine fishery resources. Conduct, expand and maintain the oyster stewardship program. Develop and conduct training on seafood safety and sanitation.




Strategies:

Regularly assess DMR staff skills regarding effective marine fisheries management and

related responsibilities.

Provide appropriate professional training opportunities through either internal or

external training programs. These may include credentialing opportunities or less

formal information exchanges that provide newly available information to appropriate

staff.

Provide regular internal education about the Marine Fisheries Program mission and

how it relates to the work of each bureau.

Conduct educational seminars to encourage enhancing familiarity between interest

groups and increase awareness of programs, needs and opportunities that are relevant to

marine resources.

Add a Fisheries Statistician and GIS Specialist.


25

1. Effectively manage the diverse fisheries in Mississippi’s coastal waters and provide input to

habitat restoration and conservation activities.

Strategies:


Conduct cooperative research and development projects with institutions of

higher learning and other entities, focusing on high priority fishery species.

Provide technical advice to the coastal area aquaculture industry and

assist in meeting aquaculture regulatory requirements.

Monitor, assess and update all sustainable finfish and shellfish

population initiatives

Regularly review and assess regulations and make appropriate

recommendations to improve currency, relevancy and efficiency.

Improve management decisions through increased data

analysis. Assess personnel needs related to all programs. Prioritize additional

personnel requirements and hire personnel, as appropriate, to fill needs in

highest priority area.

Administer Endangered Species Act Section 6 Agreement for listed

marine species.

Establish Program Coordinator positions within each bureau to meet

program needs within budget constraints. (This will be done through

upgrading current personnel, not adding staff)

Shellfish Bureau:


Maintain long-term monitoring and assessment projects for shellfish

fisheries and regulatory mandates associated with managing these

resources.

Secure additional funding for and continue long-term study of fishery

disaster recovery and implications for Mississippi coastal waters through

cooperative efforts with fishermen.


o Revise, improve and maintain the electronic trip-ticket/tagging

program.


Work with private and public entities to obtain material and funds to

support the Mississippi Shellfish program.


Program.



finfish.


26


monitoring and assessment of all areas of the Mississippi Sound and adjacent

estuaries. Research potential funding sources.







Implement trip-ticket system, contingent upon need and available funding.







Shrimp and Crab Bureau: Maintain long-term monitoring and assessment projects for shrimp and crab

fisheries in territorial waters and regulatory mandates associated with managing

these resources.

Secure funding for and continue long-term study Mississippi coastal fisheries









traps.


27


Strategies:

Shellfish Bureau: Conduct surveys of shellfish growing waters and sanitary surveys in accordance

with NSSP guidelines.

o Collect monthly water samples at all compliance stations. o Analyze results and re-classify areas as appropriate. o Conduct pathogenic source tracking and growing area hydrographic studies as required.


quality issues.




compliance with state and federal seafood sanitation safety regulations o Ensure all water sources are potable. o Ensure that the processing procedures of all new seafood dealers, new building and new













seafood safety.







28

3. Provide effective education, public outreach, and promote stewardship of marine resources with

each user group. Through these efforts, user group conflicts and complaints will be minimized.

Strategies:

Ensure effective communications with each user group, in order to gather information and

address concerns. Use appropriate approaches and effective methods for formal


Survey user groups through public forums and task forces to obtain input and

feedback.

Conduct informative meetings with harvesters and processors to identify

problems and possible solutions.

Publish annual newsletters to harvesters, including information about DMR

activities and tips on effective stewardship.


Provide and promote “Smart Harvesting Tips” for every bureau’s constituents,

including suggestions related to time and energy efficiencies.


Provide appropriate courses and educational materials to impact effective management of

marine fishery resources. Conduct, expand and maintain the oyster stewardship program. Develop and conduct training on seafood safety and sanitation.




Strategies:


responsibilities.


training programs. These may include credentialing opportunities or less formal information

exchanges that provide newly available information to appropriate staff.

Provide regular internal education about the Marine Fisheries Program mission and how it

relates to the work of each bureau.

Conduct educational seminars to encourage familiarity between interest groups and increase

awareness of programs, needs and opportunities that are relevant to marine resources.

29




Strategies:







initiatives





area.


species.



personnel, not adding staff)

Shellfish Bureau:













Program.


Finfish Bureau:

Collect and interpret biological information relative to stock assessment for marine

finfish.



monitoring and assessment of all areas of the Mississippi Sound and

30

adjacent estuaries. Research potential funding sources.







Implement trip-ticket system, contingent upon need and available funding.






Maintain and acquire equipment to aid in the handling of donated artificial reef materials at DMR staging area.

Shrimp and Crab Bureau: Maintain long-term monitoring and assessment projects for shrimp and crab

fisheries in territorial waters and regulatory mandates associated with managing

these resources.

Secure funding for and continue long-term study of Mississippi coastal fisheries









traps.



31

Strategies:

Shellfish Bureau: o Conduct surveys of shellfish growing waters and sanitary surveys in accordance with

NSSP guidelines. o Collect monthly water samples at all compliance stations. o Analyze results and re-classify areas as appropriate. o Conduct pathogenic source tracking and growing area hydrographic studies as

required.


quality issues.




compliance with state and federal seafood sanitation safety regulations o Ensure all water sources are potable. o Ensure that the processing procedures of all new seafood dealers, new

building and new equipment are validated. Provide technical assistance to the seafood industry to aid in maintaining high












seafood safety.



o Conduct research survey and seafood testing on imported seafood. o Conduct research activities according to requirements of new regulatory

protocols. Maintain current levels of service as the number of processors changes.



3. Provide effective education, public outreach, and promote stewardship of marine resources with

each user group. Through these efforts, user group conflicts and complaints will be minimized.

32

Strategies:

Ensure effective communications with each user group, in order to gather information and

address concerns. Use appropriate approaches and effective methods for formal


Survey user groups through public forums and task forces to obtain input and

feedback.

Conduct informative meetings with harvesters and processors to identify

problems and possible solutions.

Publish annual newsletters to harvesters, including information about DMR

activities and tips on effective stewardship.


Provide and promote “Smart Harvesting Tips” for every bureau’s constituents,

including suggestions related to time and energy efficiencies.


Provide appropriate courses and educational materials to impact effective management of

marine fishery resources. Conduct, expand and maintain the oyster stewardship program. Develop and conduct training on seafood safety and sanitation.




Strategies:


responsibilities.


training programs. These may include credentialing opportunities or less formal information

exchanges that provide newly available information to appropriate staff.

Provide regular internal education about the Marine Fisheries Program mission and how it

relates to the work of each bureau.

Conduct educational seminars to encourage familiarity between interest groups and increase

awareness of programs, needs and opportunities that are relevant to marine resources.

33

3B. Program 2 – Coastal Resources Management

Introduction: The Coastal Resources Management Program addresses the legislative mandates of the State of Mississippi Coastal Wetlands Protection Act and the federal Coastal Zone Management Act. This is

done through coastal wetlands permits, the Mississippi Coastal Program and wetlands acquisition,

preservation, conservation, enhancement and management.

Each bureau of the Coastal Resources Management Program addresses specific aspects of effective management of

the State’s wetlands:

Coastal Wetlands Permitting Bureau: Citizens are concerned with preserving the esthetics,

history and traditional neighborhoods of the Gulf Coast while moving forward with well-

planned and responsible development activities. DMR is responsive by ensuring opportunity

for public input and availability of factual data for permitting within the approved Mississippi

Coastal Program. DMR administers a permit process in coordination and compliance with all

state and federal agency laws and provisions. This ensures a one- stop permitting process.

The bureau issues wetlands permits and also performs monitoring and enforcement for

federal, state and local government, industrial, commercial and private uses of wetland and

adjacent areas for economic development, public access and other private uses. Requests for

permits include industrial construction, casino development, construction of roads and

bridges, dredging and individual requests, including construction of piers, boat slips, and

other uses that fall within the jurisdiction of the legislative mandates. Technical advice is

available to anyone contemplating a regulated use regarding the process, requirements, and

references to helpful information for preparing permits.

Mitigation Compliance Program: Initiated in 2001, this program’s principal goal

is to develop a comprehensive mitigation assessment and compliance program for

coastal Mississippi. This goal will be reached through efforts to define habitats and

assessment methods, track permits through a database, inspect projects for

compliance, generate annual statistics, and educate the public on mitigation.

Coastal Preserves Bureau: This bureau was developed in 1992 to acquire, protect, and manage

Mississippi’s remaining coastal wetlands ecosystems. Acquired lands are managed to safeguard

and protect their natural characteristics, ecological integrity, environmental functions, and

economic and recreational values for the benefits of all Mississippi residents. This bureau

contains three programs, which work in concert to help sustain the economic and ecological

functions of Mississippi’s coastal wetlands.

Coastal Preserves Program: The objectives of the Coastal Preserves Program are

to acquire and manage lands within the State’s 20 Coastal Preserve areas, protect

sensitive coastal habitats, coordinate biological surveys and assessments and

develop individual Coastal Preserve management plans. This program is also

charged with developing a public outreach and education program to increase

public awareness and interest in Mississippi’s coastal wetlands, develop

partnerships with federal, state and local agencies, and identify alternative

34

approaches to protection and restoration of wetlands along the Mississippi Gulf

Coast. The Mississippi Secretary of State is an active partner in the program.

Coastal Restoration Program: The loss of coastal wetlands has resulted in

corresponding losses in ecological functions important for the sustainability of commercial

and recreational fisheries as well as for water quality, storm protection, and wildlife

habitat. This program works with DMR staff and local, state, federal agencies and other

stakeholders to formulate objectives, conceive, design, and implement restoration projects

in coastal Mississippi. It also coordinates the efforts of the Beneficial Use of Dredged

Material Group and works with various stakeholders and regulatory agencies to maximize

implementation of the DMR’s Beneficial Use of Dredged Material Master Plan.

Invasive Species Program: The objective of this program is the control and

eradication of non-native invasive species that have spread rapidly across the state-

owned lands and waters of the Coastal Preserves since Hurricane Katrina. Control

of these species has now become the primary obstacle to restoring these important

habitats back to their natural states. Without this effort, non-native invasive species

will forever alter the Coastal Preserves habitats and result in the irreversible loss of

many of the native plant and animal species currently found there. The program

partners with various local, state and federal agencies to accomplish its objective.

Each of these bureaus and programs contributes to the Coastal Resources Management Program’s

overall objectives, which are further accomplished through special projects administered through this

office.

Coastal Preserves are being developed through cooperative efforts with other state, public and private

agencies. These Coastal Preserves will provide for the preservation and conservation of important

coastal wetland habitats and provide opportunities for conservation research to support marine

resources habitat processes. Access for public use for educational and scenic enjoyment is anticipated,

as these preserves are fully developed as part of individual preserve management plans.

This program requires extensive interagency coordination with federal and state agencies to relate

permitting requests and approvals to the various federal and state statutes and program guidelines while

maintaining coastal resources.

3B. Program 2 – Coastal Resources Management FY-2018

1. Maintain healthy habitat and water quality, through the use of effective research, planning, and

monitoring.

Strategies:

Prioritize and conduct or coordinate research relative to coastal management issues.

Present information about DMR’s history, purpose and activities to appropriate parties.

Communicate performance indicators to appropriate agencies and individuals.

35

2. Manage the coastal wetland permitting process for the State of Mississippi, ensuring compliance with

appropriate state and federal laws and regulations.

Strategies:

Provide technical assistance to prospective permit requesters regarding the process,

requirements and access to useful information to aid in processing permits.

Process all requested coastal program permits annually (approximately 1000) and determine

federal consistency as applicable.

3. Manage the DMR’s coastal wetland program.

Strategies:

Acquire, or have articles of dedication to acquire, significant acreage of wetlands within coastal

preserve sites.

Leverage other resources (including state, public and private agencies), acquiring tax-

forfeited land and other lands meeting the criteria for additional coastal preserve areas.

Develop or update inventory and map for two preserves, as input to the overall wetlands

management plan.

Continue to build the case for a dedicated fund for this purpose, including recruitment of

partners.

4. Manage state-owned coastal preserves in cooperation with other applicable state and federal

agencies.

Strategies:

Develop a management plan for two of the state’s coastal preserve sites.

Continue to refine and enhance the coastal preserve management plans to reflect new

acquisitions and changing site conditions and needs.

5. Maintain a comprehensive coastal restoration program.

Strategies:

Incorporate the beneficial use of dredge materials.

Ensure the restoration of sensitive coastal habitat.

Incorporate shoreline protection activities.



monitoring.

Strategies:




36

2. Manage the coastal wetland permitting process for the State of Mississippi, ensuring compliance

with appropriate state and federal laws and regulations.

Strategies:






Strategies:

Acquire, or have articles of dedication to acquire, significant acreage of wetlands within

coastal preserve sites.




management plan.


partners.


agencies.

Strategies:





Strategies:






monitoring.

Strategies:




37



Strategies:






Strategies:






management plan.


partners.


agencies.

Strategies:





Strategies:




38



monitoring.

Strategies:






Strategies:






Strategies:






management plan.


partners.


agencies.

Strategies:




39


Strategies:






monitoring.

Strategies:






Strategies:






Strategies:






management plan.


partners.

40


agencies.

Strategies:





Strategies:




41

3C. Program 3 – Tidelands Trust Fund

Introduction: The Tidelands Trust Fund Program began in 1994 and is supported by funds derived from the lease

rentals of tidelands and submerged lands. The Tidelands Trust Fund Program’s mission is to utilize

public trust funds in the manner allowed by law to develop, protect and conserve coastal resources, and

to increase the public’s access and enjoyment of all coastal waters.

The Commission on Marine Resources (CMR) has been charged by the Legislature to administer the

Tidelands Trust Fund. Guided by the objectives stated in Title 29, Section 15, of the Mississippi Code

of 1972, the CMR administers the Tidelands Trust Fund, while also promoting other mandates related to

fisheries, wetlands and coastal management. In support of DMR’s mission, the Tidelands Trust Fund

program continuously seeks to establish state policy that balances the divergent interests of upland

private property owners and the general public over the use of public trust tidelands and submerged land

of the State of Mississippi.

Two primary goals of the Tidelands Trust Fund Program are to:

implement new and additional tidelands management programs such as conservation,

reclamation, preservation, acquisition, education, enhancement of public access, and public

improvement projects.

implement legislative mandates of the DMR in the area of fisheries, wetlands and coastal

management.

Tidelands Trust Funds are allocated with a goal of equal distribution between Public Access Projects

(such as boat ramps, breakwaters, marinas, harbor repairs and piers) and Tidelands Management

Projects (which focus on conservation, reclamation, education, enhancement, preservation, and acquisition

of marine-related coastal resources). Through recommendations made to the Legislature, the CMR strives

to achieve a 50-50 ratio between Public Access and Tidelands Management projects funded by the

Tidelands Trust Fund.

The goals of the Tidelands Trust Fund Program complement and augment the goals of the DMR through

the equitable distribution and administration of these funds.

3C. Program 3 - Tidelands Trust Fund FY-2018

1. Provide the Mississippi Legislature with quality, cost-effective proposals to meet the objectives of

the Tidelands Trust Fund, including a balanced distribution of available funds to public access and

tidelands management projects.

Strategies:

Issue timely, easily understood call for proposals.

Update proposal forms to continually improve ease of use (including appropriate use of the

DMR website) and answer questions essential to the review process of the Tidelands and

42

Liaison Office, as well as the Merit Review Committee.

Provide technical assistance to the public, private entities and the Mississippi Legislature

regarding the Tidelands Trust Fund, including funding cycles, processes and history.

Coordinate Merit Review Committee (MRC) reviews and assessments.

2. Implement new and additional tidelands programs, based on the priorities established by the

Mississippi Legislature and the Commission on Marine Resources.

Strategy: Add newly approved programs to the existing project management system. (See Goal #3.)

3. Track and manage all Public Access and Tidelands Management projects.

Strategy: Monitor Tidelands Agreements through the use of semi-annual reports, Tidelands

presentations, expenditure reports, site inspections, and a final report at each project’s completion.

Progress payments, authorized by HB1331, will be made in installments, based on verified work

completed and material used in the performance of a line item Tidelands Project.

4. Increase the effective use of Tidelands funds by the DMR.

Strategies:

Update the agency-wide web-based data library and update with new information about all

research materials held within the DMR, including all final reports produced by prior projects

funded with Tidelands Trust Funds. Use the information to coordinate or avoid duplication

of future research and information needs throughout the agency, as well as providing input to

agency needs assessments.

Regularly inform the Department of Marine Resources and the Commission on Marine

Resources about Tidelands issues.

Revise office goals for potential use of Tidelands funds in the following manner:

Managed project priorities will be focused on matching federal dollars, including

disaster funds, for restoration, conservation and management of marine resources.

Public access priority will be to rebuild and enhance existing public access

structures with a combination of federal funding, including federal disaster funding,

and Tidelands funds, with direction from the Legislature regarding use of Tidelands

funds.

The overall objective will be to maximize federal dollars for the restoration of the

Mississippi Gulf Coast.

3C. Program 3 -Tidelands Trust Fund FY-2019




Strategies:

43


Update proposal forms to continually improve ease of use (including all forms and

information available on the DMR website) and answer questions essential to the review

process of the Tidelands and Liaison Office, as well as the Merit Review Committee.









presentations, expenditure reports, site inspections, independent audit, and a final report at each

project’s completion. Progress payments, authorized by HB1331, will be made in installments,

based on verified work completed and material used in the performance of a line item Tidelands

Project.


Strategies:

Update the agency-wide web-based data library with new information about all research

materials held within the DMR, including all final reports produced by prior projects funded

with Tidelands Trust Funds. Use the information to coordinate or avoid duplication of future

research and information needs throughout the agency, as well as providing input to agency

needs assessments.




Managed project priorities will be focused on matching federal dollars for

restoration, conservation and management of marine resources.


structures with a combination of federal funding and Tidelands funds, with

direction from the Legislature regarding use of Tidelands funds.



44





Strategies:
















Project.


Strategies:





needs assessments.









The overall objective will be to maximize federal dollars for the restoration of the Mississippi Gulf Coast.

45





Strategies:
















Project.


Strategies:





needs assessments.









The overall objective will be to maximize federal dollars for the restoration of the Mississippi Gulf Coast.

46

3C. Program 3 -Tidelands Trust Fund FY-2022




Strategies:
















Project.


Strategies:





needs assessments.











47

3D. Program 4 – Marine Patrol

Introduction:

The Marine Patrol Program is responsible for the enforcement of all laws and regulations for the

protection, propagation, preservation or conservation of all saltwater aquatic life in the marine area, which

includes over 1,080 square miles of water, state and federal, 369 miles of shoreline and 66,933 acres of

marsh and landmass associated with the three coastal counties of Jackson, Harrison and Hancock.

In addition, the Marine Patrol Office is specifically responsible for enforcement of marine seafood laws,

to ensure the revitalization of the seafood industry. This office enforces regulations on seasons, areas

and methods of harvest of all species, both commercial and recreational. Responsibilities also include the

monitoring and enforcement of laws pertaining to the wholesale and retail marketing of seafood, as well

as the processing and transportation of seafood to ensure that federal/state regulations and quality standards

are maintained across the State of Mississippi.

The Marine Patrol Program conducts patrols of wetlands areas to ensure the preservation of our natural

habitats, and reports suspected violations of development compliance to Coastal Wetlands. This

includes enforcing Federal Fisheries regulations as mandated by the Magnuson-Stevens Fisheries Act of

1996 and the associated Lacey Act.

This program also provides a vital public service to the residents of this state through its educational

programs. Marine Patrol Officers conduct public boat and water safety classes. Officers are requested

by local schools, civic groups, and special interest organizations to speak about career opportunities,

agency services, and regulatory requirements.

The Marine Patrol Program is called upon frequently to render both emergency and personal service to

the public. Officers routinely aid mariners in times of distress and disaster. The Marine Patrol Officers

provide a vital service in the coastal areas of the state during times of natural disasters, such as

hurricanes and flooding. Marine Patrol Officers routinely serve as the only state law enforcement

representation during many marine events in the three coastal counties.

To ensure the continued proficiency of the Marine Patrol staff, an In-service Training Officer monitors

personnel training records, arranges for and provides appropriate training to maintain at least minimum

standards and qualifications of all staff, including annual firearms training, required by law for all

enforcement personnel.

48

3D. Program 4 - Marine Patrol FY-2018

1. Law Enforcement: Implement full 24 hour patrol of aforementioned area of responsibility. In

addition, add site visit patrols of seafood distributors across the State of Mississippi.

Strategies:

Patrol shifts are configured by patrol zones 1 and 2. These two zones are patrolled by

four 12-hour shifts, comprised of a Lieutenant and two Senior Master Sergeants

managing. Marine Patrol division now encompasses a Patrol Commander with an

Investigations Commander supporting. These two divisions are responsible for

supporting each other while providing the highest level of public safety and carrying out

the Mississippi Department of Marine Resources (MDMR)’s mission of Enhancement,

Protection and Conserving.

Implement a specific curriculum and course material for an organized, structured training

program for field officers. This program provides a measure for upper management to

gauge the progression of training and make adjustments as needed.

Provide input on proposed and existing legislation aimed at protecting aquatic life.


2. Investigations: This unit plays a vital role in the support of Marine Patrol. Investigators posses

advanced training in crime trends, interrogations and crime scene analysis which enables Marine

Patrol to more thoroughly investigate complaints of marine fisheries/seafood law violators.

Strategy:

Conduct covert/intelligence based investigations of seafood law violators, boating/other

water accidents,

Follow-up all Boating under the Influence (BUI) investigations

Coordinate other state law violation investigations.

3. Boat and Water Safety: Coordinate permits for all marine events. Conduct inspections of

department vessels. Respond to environmental emergencies. Coordinate and provide boat and

water safety classes for all residents of the state of Mississippi.

Strategies:

Perform planning and instruction of all boat and water safety classes (approximately 500)

students certified annually.

Schedule and coordinate permitting for approximately 30-40 marine related events

annually.

Conduct quarterly inspections of all department vessels.

49

4. Emergency Response: Conduct emergency response in the marine waters of the state. In

addition, Marine Patrol supports the Mississippi Emergence Management Agency (MEMA)

during natural disasters across the state of Mississippi.

Strategies:

Maintain a 10- member dive and recovery team responsible for recovery of victims and

physical evidence. Maintain MEMA’s ESF9 and ESF13 certification, so that officers are

equipped to serve as first responders in the case of a disaster.

1. ESF #9 described: MEMA Emergency Support Function (ESF) #9 – Search and Rescue

(SAR) rapidly deploys Federal SAR resources to provide lifesaving assistance to State, tribal,

and local authorities, to include local SAR Coordinators and Mission Coordinators, when there is

an actual or anticipated request for Federal SAR assistance.

2. ESF #13 described: MEMA Emergency Support Function (ESF) #13 – Public Safety and

Security integrates Federal public safety and security capabilities and resources to support the

full range of incident management activities associated with potential or actual incidents

requiring a coordinated Federal response.

5. Public Assistance: Provide emergency assistance to the public during distress upon marine

waters.

Strategy: Routinely assist the public with tow-ins, search for overdue vessels; thus reducing

emergency situations.

6. Public Relations: Marine Patrol Officers provide information on rules and regulations to the

public and are called upon to speak to special interest groups.

Strategies:

Continue commitment to civic organizations, schools and special interest groups

speaking about career opportunities, agency services and regulatory requirements.

Develop educational materials on fishing that includes information about resource

conservation, regulations and reasons, and resource management.

Post educational materials at public access locations; such as docks.

7. Shellfish Program: Enforce rules and regulations regarding the harvest, transportation,

processing and both retail and wholesale marketing.

Strategy: Staff all open oyster check-in stations during harvest season with enforcement officers.

Patrol natural reefs to ensure compliance with State and Federal regulations. Monitor transportation

and processing of shellfish.

8. Communications: Provide 24-hour radio dispatch to receive complaints and coordinate patrol

response.

50

Strategy: Conduct day and night-shift communications using 5 radio dispatchers, operating under one

supervisor. The supervisor is responsible for all shifts of radio communications and assists the

dispatchers during the day-shift.

9. Training: Coordinate all specialized trainings and required certifications for all officers and

dispatchers.

Strategies:

Maintain records on all officers and dispatchers regarding training requirements and

completed training.

Coordinate quarterly firearms qualifications for all sworn officers.

Coordinate and maintain CPR certifications for all sworn officers

Coordinate all specialized training for officers, including necessary training for the

Emergency Response dive team.


1. Implement full 24-hour patrol of aforementioned area of responsibility. In addition, add site visit

patrols of seafood distributors across the State of Mississippi.

Strategies:






the MDMR’s mission of Enhancement, Protection and Conserving.





2. Investigations: This unit plays a vital role in the support of Marine Patrol. Investigators possess



Strategy:


water accidents,


Coordinate other state law violation investigations

3. Boat and Water Safety: Coordinate permits for all marine events. Conduct inspections of department

vessels. Respond to environmental emergencies. Coordinate and provide boat and water safety classes for

all residents of the state of Mississippi.

Strategies:

51



Schedule and coordinate permitting for approximately 35-45 marine related events

annually.



addition, Marine Patrol supports the Mississippi Emergence Management Agency (MEMA) during

natural disasters across the state of Mississippi.

Strategies:

Maintain a 10-member dive and recovery team responsible for recovery of victims and

physical evidence.

Maintain ESF9 and ESF13 certification, so that officers are equipped to serve as first

responders in the case of a disaster.


(SAR) rapidly deploys Federal SAR resources to provide lifesaving assistance to State, tribal

and local authorities, to include local SAR Coordinators and Mission Coordinators, when there is an

actual or anticipated request for Federal SAR assistance.


Security integrates Federal public safety and security capabilities and resources to support the full

range of incident management activities associated with potential or actual incidents requiring a

coordinated Federal response.


waters.



6. Public Relations: Marine Patrol Officers provide information on rules and regulations to the public

and are called upon to speak to special interest groups.

Strategies:








52

Strategy: Staff all open oyster check-in stations during harvest season with enforcement officers. Patrol

natural reefs to ensure compliance with State and Federal regulations. Monitor transportation and

processing of shellfish.


response

Strategy: Conduct day and night-shift communications using 5 radio dispatchers, operating under

one supervisor. The supervisor is responsible for all shifts of radio communications and assists the

dispatchers during the dayshift.

9. Training: Coordinate all specialized trainings and required certifications for all officers and

dispatchers.

Strategies:


completed training.








Strategies:











2. Investigations: This unit plays a vital role in the support of Marine Patrol. Investigators possess



Strategy:


water accidents,

53




department vessels. Respond to environmental emergencies. Coordinate and provide boat and


Strategies:



Schedule and coordinate permitting for approximately 50 marine related events annually.



addition, Marine Patrol supports the Mississippi Emergence Management Agency (MEMA) during

natural disasters across the state of Mississippi.

Strategies:

Maintain a ten member (10) dive and recovery team responsible for recovery of victims

and physical evidence.








Security integrates Federal public safety and security capabilities and resources to support the full

range of incident management activities associated with potential or actual incidents requiring a

coordinated Federal response.


waters.





Strategies:





54








response




9. Training: Coordinate all specialized trainings and required certifications for all officers and dispatchers.

Strategies:

Maintain records on all officers and dispatchers regarding training requirements and completed

training.








Strategies:











Investigations: This unit plays a vital role in the support of Marine Patrol. Investigators possess


55


Strategies:


water accidents,




department vessels. Respond to environmental emergencies. Coordinate and provide boat and water

safety classes for all residents of the state of Mississippi.

Strategies:





3. Emergency Response: Conduct emergency response in the marine waters of the state. In addition,

Marine Patrol supports the Mississippi Emergence Management Agency (MEMA) during natural

disasters across the state of Mississippi.

Strategies:


physical evidence.








Security integrates Federal public safety and security capabilities and resources to support the

full range of incident management activities associated with potential or actual incidents

requiring a coordinated Federal response.

4. Public Assistance: Provide emergency assistance to the public during distress upon marine waters.



56



Strategies:






6. Shellfish Program: Enforce rules and regulations regarding the harvest, transportation, processing

and both retail and wholesale marketing.

Strategy: Staff all open oyster check-in stations during harvest season with enforcement officers.

Patrol natural reefs to ensure compliance with State and Federal regulations. Monitor transportation

and processing of shellfish.


response


one supervisor. The supervisor is responsible for all shifts of radio communications and assists

the dispatchers during the day-shift.


response




9. Training: Coordinate all specialized trainings and required certifications for all officers and dispatchers.

Strategies:

Maintain records on all officers and dispatchers regarding training requirements and completed

training.






57

1. Law Enforcement: Implement full 24-hour patrol of aforementioned area of responsibility In

addition; add site visit patrols of seafood distributors across the State of Mississippi.

Strategies:

Patrol shifts are configured by patrol zones 1 and 2. These two zones are patrolled by four

12-hour shifts, comprised of a Lieutenant and two Senior Master Sergeants managing. Marine

Patrol division now encompasses a Patrol Commander with an Investigations Commander

supporting. These two divisions are responsible for supporting each other while providing the

highest level of public safety and carrying out the MDMR’s mission of Enhancement,

Protection and Conserving.


program for field officers. This program provides a measure for upper management to gauge the

progression of training and make adjustments as needed.


2. Investigations: This unit plays a vital role in the support of Marine Patrol. Investigators

possess advanced training in crime trends, interrogations and crime scene analysis which

enables Marine Patrol to more thoroughly investigate complaints of marine fisheries/seafood

law violators.

Strategy:


water accidents, Boating under the Influence (BUI) and other state law violations.


Department vessels. Respond to environmental emergencies. Coordinate and provide boat and


Strategies:





4. Emergency Response: Conduct emergency response in the marine waters of the state and

adjacent counties.

Strategies:


physical evidence. Each Marine Patrol Officer has the responsibility to respond to all

emergencies regarding mariners.



1. ESF #9 described: Emergency Support Function (ESF) #9 – Search and Rescue (SAR) rapidly

deploys Federal SAR resources to provide lifesaving assistance to State, tribal, and local authorities, to

58

include local SAR Coordinators and Mission Coordinators, when there is an actual or anticipated

request for Federal SAR assistance.

2. ESF #13 Emergency Support Function (ESF) #13 – Public Safety and Security integrates Federal

public safety and security capabilities and resources to support the full range of incident management

activities associated with potential or actual incidents requiring a coordinated Federal response.

5. Public Assistance: Provide emergency assistance to the public, during distress, upon marine

waters.





Strategies:












response

Strategy:

Conduct day and night-shift communications using 5 radio dispatchers, operating under one

supervisor. The supervisor is responsible for all shifts of radio communications and assists the

dispatchers during the day-shift. 9. Training: Coordinate all specialized trainings and required certifications for all officers and

dispatchers.

Strategies:


completed training.



Coordinate all specialized training for officers, including necessary training for the Emergency

Response dive team.

59

3E. Program 5 – Administrative Services

The Finance and Administration Program is designed to provide operational support and perform as an

integral part of all other program efforts of the DMR, including the Office of the Executive Director and

the Commission on Marine Resources. Services are provided through the Finance and Administration

Office or through functions that report directly to the Executive Director.

Executive Directorate Programs: The Human Resources Bureau provides human resources services to both internal and external customers in the functional areas of classification, compensation, recruitment and staffing management,

selection, organizational structure, personnel budgeting, professional development and training, benefits,

personnel policies, performance appraisal, discipline, grievance, and appeals, and related administrative

activities that are legally defensible, reflect high standards of quality and timeliness, are accurate and

cost effective, and are provided in a courteous manner.

The Public Affairs Bureau provides a proactive program of community outreach, education, public

information, and legislative and media relations that promotes awareness of the Department of Marine

Resources, its roles, responsibilities and programs in balancing economic interests with enhancing,

protecting, managing and conserving Mississippi’s marine resources. This comprehensive program

includes events such as coast-wide volunteer marine debris clean-ups and deliverables such as news

releases, informational brochures, saltwater fishing rules and regulations book, tide calendar,

photographs and content for the DMR website. Records and publication services are also provided. The

bureau also provides internal support in the creation of consistent, professional materials to further the

Department’s mission.

Special Initiatives: Seafood Marketing and Recreational Fishing Marketing programs complement the scientific aspects of the Department of Marine Resources, by providing national and international

advertising and marketing of the quality and availability of Mississippi’s fish and seafood.

The Derelict Vessel Removal Program targets the removal of abandoned and sunken vessels and

other items from the Mississippi Sound. This program is administered through the Tidelands

Derelict Vessel Program under the Directorate.

Channel Maintenance Plan: (an unfunded mandate) The state Legislature has mandated

DMR to develop a comprehensive long-range management plan for channel maintenance along

the Gulf Coast.

60

Finance and Administration Office: Budget, Finance and Operations Bureau: Accounting and budget preparation is provided through the Finance Office and includes grants management, and the related functions of invoice processing and

payment, internal audits, and the administration and maintenance of all DMR property, equipment and

vehicles, including boats, heavy equipment and motor vehicles. The sale of marine commercial and

sport fishing licenses to the public, along with receipt of revenue, is handled through the Finance Office.

The Finance Office is also responsible for employee time-keeping records and related payroll functions.

Procurement Bureau: The Procurement Bureau provides contracting and purchasing for the agency.

The Office coordinates the development of program plans, policies and procedures, and Strategic and

Comprehensive planning to benefit the agency, the coastal environment, and the general public, working

closely with the other offices within the Department of Marine Resources.

Information Technology Bureau: Accurate, timely information and data are essential to the delivery of

quality service and support, both to the general public and within the DMR. Planning, acquisition, training

and on-going technical support for these systems are provided through the Information Systems

Department. Control and maintenance of the security systems, as well as management and

administration of the telephone system is the responsibility of the IT Department. Specific focus is

given to timely, professional service to the programs of this agency with a goal of enhancing

productivity and efficiency.

CURRENT CHALLENGES:

Public perception of the safety of Gulf seafood, as a result of negative media coverage following the Deepwater Horizon disaster, remains a significant challenge. DMR’s role in assuring product safety

through testing must be augmented by effective regional and national marketing and communication

related to the quality of available seafood today. Public Affairs and Seafood Marketing are each key

components to this strategy.

61

3E. Program 5 – Administrative Services FY-2018


A. Human Resources Bureau: 1. Foster and support the retention and professional growth of existing employees through a

combination of appropriate and consistent classification of all employees, fair and equitable

compensation, effective personnel budgeting, a comprehensive and competitive benefits

system, consistently administered performance appraisals and a comprehensive professional


Strategies:

Classification: Design and implement internal processes to ensure classification integrity

of all job classifications.

Compensation: Identify compensation issues with management and help to address

through effective use of special compensation plans, educational benchmarks, employee

awards and recognition.

Continue to work toward employee compensation levels that are at or above the

Southeastern average for comparable positions.

Personnel Budgeting: Assist in all personnel budgeting issues and ensure consistency

and equity across the agency.

Benefits: Continue to assure a comprehensive benefits program for DMR employees

through effective dissemination of information and identification of benefits areas that

are not competitive.

Performance Appraisals: Oversee and facilitate compliance with the state’s

performance appraisal system.

Professional Development and Training: Actively provide support for all DMR

employees to aid them in performing their current jobs and allow for individual employee

development and career advancement. Provide professional development and training

opportunities for all DMR staff. Use individual development plans (IDPs) as a tool to

support career advancement within the DMR.

Assist DMR management with the development of appropriate succession plans.

2. Administer and manage the recruitment and selection of excellent new employees.

Strategies:

Recruitment: Develop and implement a comprehensive recruitment initiative and DMR

Staffing Management Plan that addresses retention, diversity, and excellence.

Selection: Develop and implement a standardized selection process.

62

3. Provide consistent administrative support to DMR managers, including documentation of the

organizational structure, comprehensive personnel policies, personnel policy interpretation

and associated administrative activities.

Strategies:

Organizational Structure: Provide oversight regarding organizational structure and

reporting relationships that ensure efficiency, integrity, compliance with State Personnel

Board policies.

Personnel Policies: Design and implement comprehensive DMR personnel policies and

work toward consistent application.

Disciplinary, grievance and appeals: Oversee the employee disciplinary and grievance

and appeals process to ensure consistent application agency-wide.

Administrative Activities: Manage all aspects of human resource administrative

systems and activities and legal issues.

B. Public Affairs Bureau: Promote awareness of the DMR, its roles, responsibilities and programs

through a proactive program of community outreach, education, public information and legislative


Strategies:

Serve as a resource for the agency in producing materials for public distribution to ensure

consistent, quality deliverables. This support includes guidance, recommendations, facilitating

the creative process and production.

Emergency Response: The Public Information Officer reports directly to the Incident

Commander in the event of an incident (natural and man-made disasters, search and rescue

operation, etc.) and serves as the conduit of information to external stakeholders, including the

media and other organizations seeking information directly from the incident or event.

Continue to develop and provide a comprehensive public outreach and education program,

including: Audience-specific messages and materials Programs for every user group

Programs in 100% of public schools in the six coastal counties

Greater presence in other parts of the state

Materials and services available in other languages

Specific education for lawmakers and rule makers

Coordinate DMR educational activities, exhibits and events with representatives from each office

and external partners.

Respond promptly and thoroughly to all media inquiries and public requests for information.

Accurately report on program activities and disseminate this information in a timely manner.

Proactively handle crisis communications for the DMR, such as boating accidents or fish kills,

and controversial issues.

Minimize user group conflicts through effective communications with each user group. Gather

information and address concerns. Address interstate differences, as appropriate. Track and

address both positive and negative comments about the agency.

63

Collaborate with regional and national counterparts in the development and distribution of

outreach and education strategies, information and materials.

Hire one additional person to handle publications development and outreach functions within the

Public Affairs Bureau. This is required for continued support of existing DMR programs which

have grown over the years.

C. Special Initiatives:

Commercial Seafood Marketing: Promote the state’s commercial fishing industries,

including processors, wholesalers, distributors, packers and seafood market suppliers, to

include shrimp, oyster, crab and finfish.

Strategies:

Hire one additional person to fully develop the following marketing efforts:

o Improve the visibility of “Mississippi Commercial Fisheries Products” as a

widely known symbol of quality with prospective national and international

customers.

o Collect data and produce information to support improved marketing of “Mississippi Commercial Seafood Products”.

o Coordinate and team with other agencies to enhance marketing of “Mississippi Commercial Fisheries Products”.

o Coordinate and enhance opportunities for Mississippi commercial fishing

industries to participate in marketing events.

o Address public concerns, regionally and nationally, about the safety of Gulf seafood in the aftermath of the Deepwater Horizon disaster.

Recreational Fishing Marketing: Promote the state’s saltwater recreational finfishing

activities and related industries, including marinas, fishing gear and equipment, charter boats,

bait shops and others.

Strategies:

Hire one additional person to continue to develop the following marketing efforts:

o Improve the visibility of “Mississippi Saltwater Recreational Fishing and

Related Industries” as a widely known symbol of quality with prospective

national and international customers.

o Collect data and produce information to support improved marketing of “Mississippi’s Recreational Fishing and Related Industries.”

o Coordinate and team with other agencies to enhance marketing of “Mississippi Saltwater Recreational Fishing and Related Industries.”

o Coordinate and enhance opportunities for Mississippi saltwater recreational

fishing industries to participate in marketing events.

1. Public Use Programs: Provide support for effective public use of marine resources through

appropriate licensing and programs.

Strategy: Administer the derelict vessel removal program, removing 15 to 20 such vessels as

well as other deleterious materials from the Mississippi Sound.

64

Finance:

D. Accounting and Budget: Ensure responsible fiscal management throughout the DMR through the

use of sound accounting practices, good budget management and appropriate fiscal controls and

audits.

Strategies:

Provide proper information for yearly Generally Accepted Accounting Principles (GAAP)

package.

Provide continuing education to all designated grants coordinators in effective grant writing and

management skills.

Ensure agency is audit-ready.

E. Information and Data: Provide accurate and timely information, both to the general public and

internally to employees of the DMR.

Strategies:

Develop DMR’s information system to provide high quality, reliable service to both internal and

external users. Update the internal and external end-user needs assessment, using surveys, interviews

and/or focus groups. Prioritize requirements and requests, based on urgency and

budget constraints. Communicate this plan back to all employees of DMR.

Continue to enhance the multi-lingual aspects of the department’s website, using

current population trends and input from each office in the agency to determine

language and content priorities.

Maintain adequate backup for all critical data, including email, through both the Jackson and Lyman sites.

Maintain the back-up server site at Lyman, allowing for continues operations in the

case of a hurricane.

Deliver basic computer literacy training and regular basic and advanced training on

computerized applications for agency personnel.

Maintain the data library for the agency, available via the Intranet, which includes both data that

is created by DMR and data that is purchased by the department.

F. Property Management: Ensure effective and safe use of all DMR property, equipment and vehicles

through regular maintenance, good inventory management and periodic compliance audits of vehicle


Strategies:

Conduct an annual audit of employee-assigned state equipment, with a target of 50% fewer

missing items than in past audits.

Implement the replacement plan for vehicles and equipment (including boats and outboard

motors), using state requirements regarding vehicle life cycles.

65

G. Public Use Programs: Provide support for effective public use of marine resources through


Strategies:

Administer the sale of appropriate licenses to commercial and recreational users of marine

resources.

Increase participation of eligible marinas in the Mississippi Clean Vessel Program.

Maintain and manage a plan for effective channel maintenance. Continually refine program

initiatives to fit the immediate and future needs of the Mississippi Gulf Coast. These include:

o Beneficial use of dredge materials o Restoration of sensitive habitat o Shoreline protection o Other needs as they emerge.

H. Policies, Procedures and Plans: Develop effective policies, procedures and plans in support of the

DMR mission.

Strategies:

Conduct an annual review of all policies and procedures and update as required.

Update the needs analysis to address changing needs and to increase DMR’s participation early

in the decision-making process for issues within its mission.

I. Procurement and Accounts Payable:

Strategies:

Provide ongoing support to DMR program staff through communication and training

regarding purchasing and accounts payable procedures.

Offer staff educational opportunities through training provided by the Department of

Finance and Administration and the Mississippi Association of Governmental Purchasing

and Property Agents.

Ensure the agency is audit-ready. All state statutes will be adhered to regarding bid laws and

policies provided by the office of purchasing and travel.

66





compensation, effective personnel budgeting, a comprehensive and competitive benefits system,

consistently administered performance appraisals and a comprehensive professional development

and training program.

Strategies:






















Strategies:




67


organizational structure, comprehensive personnel policies, personnel policy interpretation and

associated administrative activities.

Strategies:



Board policies.








through a proactive program of community outreach, education, public information, and legislative


Strategies:









including:

Audience-specific messages and materials Programs for every user group














68




1. Marketing Programs:

Commercial Seafood Marketing: Promote the state’s commercial fishing

industries, including processors, wholesalers, distributors, packers, and seafood

market suppliers, to include shrimp, oyster, crab and finfish.

Strategies:


o Improve the visibility of “Mississippi Commercial Fisheries Products”

as a widely known symbol of quality with prospective national and

international customers.

o Collect data and produce information to support improved marketing of “Mississippi Commercial Seafood Products”.

o Coordinate and team with other agencies to enhance marketing of “Mississippi Commercial Fisheries Products”.

o Coordinate and enhance opportunities for Mississippi commercial

fishing industries to participate in marketing events.

Recreational Fishing Marketing: Promote the state’s saltwater recreational

finfishing activities and related industries, including marinas, fishing gear and

equipment, charter boats, bait shops and others.

Strategies:

Hire one additional person to continue to develop the following marketing

efforts:

o Improve the visibility of “Mississippi Saltwater Recreational Fishing

and Related Industries” as a widely known symbol of quality with

prospective national and international customers.

o Collect data and produce information to support improved marketing of “Mississippi’s Recreational Fishing and Related Industries”.

o Coordinate and team with other agencies to enhance marketing of “Mississippi Recreational Fishing and Related Industries”.

o Coordinate and enhance opportunities for Mississippi saltwater

recreational fishing industries to participate in marketing events.



Strategies:

Administer the derelict vessel removal program, removing 15 to 20 such vessels as well

as other deleterious materials from the Mississippi Sound.

69

Finance Office:



audits.

Strategies:


package.


management skills.




Strategies:


external users.

Update the internal and external end-user needs assessment, using surveys, interviews


budget constraints. Communicate this plan back to all employees of DMR.














Strategies:




motors), sing state requirements regarding vehicle life cycles.

70



Strategies:


resources.



initiatives to fit the immediate and future needs of the Mississippi Gulf Coast. These include: Beneficial use of dredge materials Restoration of sensitive habitat

Shoreline protection

Other needs as they emerge.


DMR mission.

Strategies:





Strategies:






Ensure the agency is audit-ready. All state statutes will be adhered to regarding bid laws

and policies provided by the office of purchasing and travel.

71





compensation, effective personnel budgeting, a comprehensive and competitive benefits system,

consistently administered performance appraisals and a comprehensive professional development

and training program.

Strategies:






















Strategies:




72




Strategies:



Board policies.









and media relations

Strategies:























73



C. Special Initiatives: 1. Marketing Programs:


including processors, wholesalers, distributors, packers, and seafood market suppliers, to


Strategies:

Improve the visibility of “Mississippi Commercial Fisheries Products” as a widely

known symbol of quality with prospective national and international customers.

Collect data and produce information to support improved marketing of “Mississippi

Commercial Seafood Products.”

Coordinate and team with other agencies to enhance marketing of “Mississippi

Commercial Fisheries Products.”

Coordinate and enhance opportunities for Mississippi commercial fishing industries to

participate in marketing events.


activities and related industries, including marinas, fishing gear and equipment, charter boats,

bait shops and others.

Strategies:


o Improve the visibility of “Mississippi Saltwater Recreational Fishing and Related

Industries” as a widely known symbol of quality with prospective national and


o Collect data and produce information to support improved marketing of “Mississippi Recreational Fishing and Related Industries”.

o Coordinate and team with other agencies to enhance marketing of “Mississippi Saltwater Recreational Fishing and Related Industries”.



Strategies:



74

Finance Office:



audits.

Strategies:


package.


management skills.




Strategies:


external users.

Update the internal and external end-user needs assessment, using surveys, interviews


budget constraints. Update DMR EDPE to reflect these sequenced priorities.

Communicate this plan back to all employees of DMR.














Strategies:





75



Strategies:


resources.






DMR mission.

Strategies:





Strategies:








76








Strategies:






















Strategies:




77




Strategies:



Board policies.









and media relations

Strategies:

























78


1. Marketing Programs:




Strategies:







Coordinate and enhance opportunities for Mississippi commercial fishing industries

to participate in marketing events.


activities and related industries, including marinas, fishing gear and equipment, charter

boats, bait shops and others.

Strategies:

Assess the ability to fully develop the following marketing efforts and, if necessary,

hire one additional person.

Improve the visibility of “Mississippi Saltwater Recreational Fishing and Related




Recreational Fishing and Related Industries.”


Saltwater Recreational Fishing and Related Industries.”

Coordinate and enhance opportunities for Mississippi saltwater recreational fishing




Strategies:



79

Finance Office:



audits.

Strategies:


package.


management skills.




Strategies:









Maintain adequate backup for all critical data, including email, through both the

Jackson and Lyman sites.







F. Property Management: Ensure effective and safe use of all DMR property, equipment and

vehicles through regular maintenance, good inventory management and periodic compliance

audits of vehicle operating procedures and records.

Strategies:





80



Strategies:


resources.





H. Policies, Procedures and Plans: Develop effective policies, procedures and plans in support of

the DMR mission.

Strategies:





Strategies:








81








Strategies:






















Strategies:




82

3. Provide consistent administrative support to DMR managers, including documentation of

the organizational structure, comprehensive personnel policies, personnel policy

interpretation and associated administrative activities.

Strategies:



Board policies.








through a proactive program of community outreach, education, public information, and legislative and

media relations.

Strategies:

























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C. Special Initiatives: 1. Marketing Programs:




Strategies:







Coordinate and enhance opportunities for Mississippi commercial fishing industries

to participate in marketing events.


activities and related industries, including marinas, fishing gear and equipment, charter

boats, bait shops and others.

Strategies:

Assess the ability to fully develop the following marketing efforts and, if necessary,

hire one additional person.

Improve the visibility of “Mississippi Saltwater Recreational Fishing and Related




Recreational Fishing and Related Industries.”


Saltwater Recreational Fishing and Related Industries.”

Coordinate and enhance opportunities for Mississippi saltwater recreational fishing




Strategies:



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Finance Office:



audits.

Strategies:


package.


management skills.




Strategies:









Maintain adequate backup for all critical data, including email, through both the

Jackson and Lyman sites.










Strategies:





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Strategies:


resources.






DMR mission.

Strategies:





Strategies:






Ensure the agency is audit-ready. All state statutes will be adhered to regarding bid laws

and policies provided by the office of purchasing and travel.

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3F. Program 6 – Coastal Restoration and Resiliency

Office of Coastal Restoration and Resiliency: The mission of this office is to develop a plan to restore

Mississippi coastal resources and to provide for healthy and resilient communities and economies in the

coastal area. This mission is accomplished through the following bureaus and programs.

This office also has the responsibility for managing the Mississippi Gulf Coast National Heritage

Area. The mission of this National Heritage Area is to conserve and enhance the area’s heritage

resources by telling its nationally significant story to residents and visitors through activities and

partnerships what celebrate the area’s unique history, people, traditions and landscapes. A

management plan has been developed that identifies specific natural, scenic, historical and cultural

heritage resources, key industries that have shaped the Mississippi Gulf Coast and activities that

conserve and enhance this cohesive and nationally distinctive landscape that has arisen from patterns

of human activity shaped by our geography.

The Coastal Impact Assistance Program provides funds for projects and activities for the

conservation, protection and restoration of coastal areas.

The Coastal and Estuarine Land Conservation Program secures and protects coastal lands

through effective management of NOAA resources.

The Boating Infrastructure Grant Program provides funding for the construction, renovation, and

maintenance of public and private boating infrastructure. This innovative campaign provides

transient boaters with unique access to Mississippi waterways and cultural events in the area.

The Clean Vessel Act provides funds throughout the states to harbors and marinas to install pump

outs at their facilities.

The Gulf of Mexico Alliance is a partnership of the five Gulf States, formed with the goal of

significantly increasing regional collaboration to enhance the ecological and economic health of the

Gulf of Mexico. The Alliance has identified six initial priority issues that are regionally significant

and can be effectively addressed through increased collaboration at local, state and federal levels:

water quality for healthy beaches and shellfish beds, wetland and coastal conservation and

restoration, environmental education, identification and characterization of Gulf habitats, reducing

nutrient inputs to coastal ecosystems and coastal community resiliency. The DMR’s Office of

Coastal Restoration and Resiliency provides the chair and coordinator for the Coastal Community

Resiliency Committee.

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3F. Program 6 – Coastal Restoration and Resiliency FY-2018

1. Coastal Impact Assistance Program: Administer this program, which funds projects and

activities for the conservation, protection and restoration of coastal areas.

Strategies:

If still appropriate, work with the Governor’s Office of Recovery and Renewal to

support coastal rebuilding and renewal efforts of municipalities and private

developers.

Work with private and public entities to fund appropriate conservation, protection

and water quality projects and activities.

2. Mississippi Gulf Coast National Heritage Area: Develop, update and administer the

management plan in support of the development of this newly designated National Heritage

Area. (If re-authorized for FY2017).

a. Strengthen the sense of heritage identity.

Strategy: Seek adoption of the revised interpretive plan by key collaborating partners.

b. Conserve the area’s heritage resources.

Strategies:

Educate residents and visitors about the heritage resources identified in the

interpretive plan.

Enhance existing partnerships to conserve heritage resources.

c. Develop, promote and market the heritage area.

Strategies:

Develop informational materials, including regional and local maps and guides, a

system of interpretive signs and directional signs, and a logo/branding policy and

procedures.

Develop themed tours that focus on cultural, historical, natural and scenic resources.

Establish visitor corridors, including travel corridors, specialized heritage trails,

hiking, biking, and water trails. Investigate the possibility of scenic byway

designations, as appropriate.

Establish heritage clusters, linkages between these clusters and funding sources for

heritage enterprises.

Establish interpretive and information centers for the heritage area.

Promote and market the heritage area, themed tours, and heritage clusters.

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Strategies:

Continuation of this program will be dependent upon extension of funding beyond

FY-2017 or identification of alternative funding, if needed.


management plan in support of the development of this newly designated National Heritage

Area.




Strategies:


interpretive plan.



Strategies:



procedures.









89




Strategies:




management plan in support of the development of this newly designated National Heritage Area.




Strategies:


interpretive plan.



Strategies:



procedures.









90




Strategies:




management plan in support of the development of this designated National Heritage Area.




Strategies:


interpretive plan.



Strategies:



procedures.









91




Strategies:




management plan in support of the development of this designated National Heritage Area.




Strategies:


interpretive plan.



Strategies:



procedures.









4. Geographic Information Systems Unit: Support the Department of Marine Resources in the

effective use of GIS technology in the communication and interpretation of mission-related data.

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Strategies:

Assess agency needs and knowledge regarding GIS technology and its effective use.

Provide training and support that increases the effective use of GIS technology.

Stay apprised of technology enhancements in the GIS field and make appropriate use of

these enhancements, balancing affordability with capability improvements.

3G. Program 7 – Grand Bay National Estuarine Research Reserve Grand Bay NERR: The mission of the Reserve is to practice and promote informed stewardship of the

Grand Bay NERR and Mississippi coastal resources through innovative research, education and training.

The Grand Bay National Estuarine Research Reserve (NERR) is located in Jackson County, MS. The NERR

encompasses approximately 18,049 acres of coastal wetlands and estuarine waters along the southeastern

coast of Mississippi. The Reserve was designated into the National Estuarine Research Reserve System

(NERRS) in 1999 as the 24th reserve, as authorized under the provisions of the Coastal Zone Management

Act of 1972. The NERR is a state-federal partnership between the Mississippi Department of Marine

Resources (MDMR) and National Oceanic and Atmospheric Administration (NOAA)’s Office for Coastal

Management.

The NERRS is a national network of estuaries and coastal watershed reserves whose primary goal is to

support high-quality scientific studies that contribute to our understanding of these estuaries and to

disseminate those data to local decision makers to provide sound information on which to base management

decisions and to provide information to the community for a variety of education opportunities. The Grand

Bay NERR is co-located with U.S. Fish and Wildlife Service’s Grand Bay National Wildlife Refuge. Land

management efforts at the NERR occurred in partnership with the National Wildlife Refuge, including land

acquisition and restoration of pine savanna.

Programmatic efforts at the NERR are focused on habitat protection, water quality and climate change and

are consistent with the National Estuarine Research Reserve System’s (NERRS) 2011-2016 Strategic Plan

and the 2013-2018 Grand Bay NERR Management Plan.

The NERR program is separated into five sectors that work together to achieve the mission.

• The Administration Sector provides for program direction, management and administration, and

works to provide continued funding for NERR initiatives.

• The Research Sector works with local universities and other researchers to coordinate research and

train graduate students to address critical coastal management questions through applied science.

• The Stewardship Sector also works with local universities and other researchers to address critical

coastal management questions through applied science, engages in land management in partnership

with USFWS, and conducts activities to improve access to NERR land through the development of

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trails for visitors.

• The Training Sector works with the Research and Stewardship sectors to provide training

opportunities for local coastal managers and determines critical questions in coastal management to

help direct efforts.

• The Education Sector works with the other sectors to provide education opportunities for K12 to

adults on conservation issues.

Strategies:

• All sectors work with coastal managers from our local communities and schools to

understand what research, programs, and trainings are most needed

• All sectors work together to provide knowledge and information transfer back to local

communities in the form of symposiums, workshops, curricula for schools

• All sectors work in partnership with USFWS

• All sectors work with the Grand Bay Community Collaborative to obtain feedback on our

programming from our partners and members of the local community

Performance Measures:

Performance Measure 1: From 2012-2017, number of K-12 students who participate in Grand Bay NERR

programs and are made aware of, and understand, the importance of stewardship and conservation in our

coastal estuaries and the potential impacts from climate change.

Target: From 2012-2017, 1500 K-12 students participate in Grand Bay NERR programs and are made aware

of and understand the importance of stewardship and conservation in our coastal estuaries and the potential

impacts from climate change.

Progress to Date: FY2012 6,588

FY2013 3,453

FY2014 857

FY2015 490

Total to Date: 11,388

Performance Measure 2: From 2012-2017, number of Coastal Training Program workshops and training

programs held utilizing reserve or partner specific research, stewardship data, or stewardship expertise to

address reserve priorities of water quality, climate change and habitat protection.

Target: From 2012-2017, 30 CTP workshops and training programs held utilizing reserve or partner specific

research, stewardship data, or stewardship expertise to address reserve priorities (water quality, climate

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change and habitat protection).

Progress to Date:

FY2012 22

FY2013 19

FY2014 8

FY2015 0

Total to Date: 49

Performance Measure 3: From 2012-2017, number of volunteer hours contributed in support of reserve

education/training, research and stewardship activities.

Target: From 2012-2017, 2500 volunteer hours are contributed in support of reserve education/training,

research and stewardship activities.

Progress to Date: FY2012 2,444

FY2013 391

FY2014 26

FY2015 2,055

Total to Date: 4,916

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4. Significant External Factors Which May Affect Projected Levels of Performance

Ten areas of external impact, outlined below, may affect DMR program performance. DMR operates in

areas of high public interest, involving complex issues in multiple governmental jurisdictions in an

extremely dynamic coastal environment. Because of the legitimate, competing interests of the many

constituencies it serves, DMR program performance can experience significant impact simply through

the execution of its mission. Recognition of some of the areas which can have serious impact, which are

beyond the control of the agency, can assist in understanding potential problems and communicating

these proactively and effectively to all levels of state government. This understanding can also assist in

the planning, budgeting and programmatic adjustments to provide appropriate and timely responses.

These areas are:

A. Emergency Response – Impacts requiring emergency response include hurricanes and storms,

chemical and oil spills, occurrence of red tide and fresh water intrusion to shellfish growing

waters. While DMR has emergency contingency plans (including, but not limited to, hurricane

and other storm response and spill response), coastal damage from major storms and spills

always has the potential to cause substantial destruction of public access facilities, damage to

sensitive shoreline areas, and pollution resulting from damage to manmade industrial facilities

and marine vessels. Also, current fishery management practices and shellfish reef developments

can be adversely impacted by these external threats. DMR will, therefore, rely upon application

for and receipt of major disaster aid from other state and federal resources when storm damage

occurs in Mississippi coastal areas and/or impacts major marine resource program areas. This

impact has never been more strongly felt in recent years than in the wake of Hurricane Katrina

and the Deepwater Horizon oil rig explosion, collapse and subsequent massive oil release. The

DMR has adjusted its operational priorities to focus on increased monitoring of coastal waters,

increased seafood quality inspections of wholesale fish markets, and on recovery and restoration

of fisheries, habitat and marshlands, and public access facilities. While our immediate Katrina-

related response was substantially completed, and the immediate impact of the Deepwater

Horizon disaster was less catastrophic than anticipated, long-term economic and biological

impacts are not fully understood at this time, and both economic recovery and marine resource

restoration efforts will remain a priority for the agency for some time, even if the area is not

impacted by another storm or spill in the near future.

B. Coastal Wetlands Permitting Requests – Economic activity on Mississippi’s Gulf Coast

continues to heavily impact the DMR’s ability to execute timely permitting and support planning

for permitting. When DMR was created as a separate agency, the permitting functions and

requirements to maintain federal consistency in the permitting process was not considered a

major workload. With the development of the gaming industry, which has been classified as

water-dependent industry, the volume of permits and applications has grown rapidly along with

increased industrial and residential permitting workloads. While many of the casinos have

moved operations on-shore, they continue to pursue projects on the water and coast, which

require appropriate permitting. Permit requests have, at the same time, increased in complexity

due to size and scope of proposed projects. All coastal development affecting coastal wetlands

and waters must pass through the mandated state and federal statutes governing permitting.

DMR is the single point of contact for those seeking these permits and manages the entire

permitting process. Post-Katrina re-building efforts have involved permitting when new

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construction is materially different than the previous structure and when an existing permit is no

longer in effect.

C. Boat and Water Safety Legislation – State legislation was passed in 1996 to place boat and

water safety for marine waters under the Department of Marine Resources. Establishment of an

effective, long-term program to implement this mandate and enforcement of boater safety

provisions and no-wake zones through patrolling and law enforcement in coastal waters was not

possible until 1999, when Marine Patrol became a part of the DMR, which now serves as the

enforcement arm of the agency. Marine Patrol has created programs to support the Boat and

Water Safety Public Training Program. There is increasing public concern about boat and

property safety with the increase in personal watercraft and a general increase in boating on the

Gulf Coast, which experienced a temporary drop in the immediate aftermath of Hurricane

Katrina, but has since returned to pre-storm levels and continues to increase as of this writing.

Continuing to implement the program established by Marine Patrol and enforce boater safety

requirement creates an ever-increasing manpower challenge on Marine Patrol.

D. Fishery Regulations Enforcement – Marine Patrol has created new programs to comply with

state statute mandates and other fishery regulations. The boating public has grown with the

population increases that the Mississippi Gulf Coast has experienced. Current manpower

capability is not sufficient to ensure adequate compliance rates with commercial and sport

fishing regulations and licenses. Additional manpower requirements, combined with boater

safety legislation and enforcement mandates, continue to be a program weakness and subject of

public concern.

E. Increased Frequency of Public Hearings on High-profile Issues – The number of high-profile

public hearings remain at a high level. This includes permitting hearings, proposed regulation

change hearings, special fishery user group meetings, and CMR meetings requiring extensive

dockets. DMR must provide extensive and complete preparation and arrangements for hearings,

all of which are mandated. These hearings must adhere to statutory implementation schedules to

obtain adequate public input. Program impacts are being experienced that cause schedule

stretch-outs and further delays of critical program actions. Manpower availability for critical

programs is being impacted adversely.

F. Incorporation of the Federal “Standards for Fishery Management and Conservation” into

State of Mississippi Enabling Legislation during FY-1997 – The incorporation of these federal

requirements into State Legislation, without a parallel increase in Fishery manpower, has caused

a considerable workload impact on many of the marine fishery management/conservation

programs. Some federal requirements were not mandatory in such programs. However, the

above referenced legislation now makes these mandatory, providing no option to exclude some

procedures that formerly were not needed to comply with program guidelines. This legislation

has made it necessary for additional man-hours to be built into all fishery programs to ensure

compliance procedures are followed and documented.

G. Impact of the Magnuson-Stevens Sustainable Fisheries Act of 1996, as amended – This

federal legislation places strong emphasis upon more state participation in fishery management

areas where both the state and federal governments have primary responsibility for managing

fisheries and aquatic resources within their borders. The U.S. Congress has placed responsibility

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for managing certain inter-jurisdictional marine resources with the states. This requires

considerable additional staff time to participate in cooperatively managing those inter-

jurisdictional fisheries, i.e. those that use water bodies common to two or more political

boundaries or under management of two or more governmental entities. These requirements

impact DMR manpower resources and, to fully comply, DMR requires dedicated staff personnel

to attend many out-of-state meetings and to address resulting action items.

H. Emergency Unfunded Programs – Mississippi coastal waters have experienced outbreaks of

harmful algae blooms (red tide) due to unknown causes. Outbreaks of other harmful biological

organisms are possible as well. Considerable research has been undertaken with no solutions

except to closely track and monitor outbreaks in an attempt to identify transport causes from one

area of the Gulf of Mexico to another. This phenomenon is expected to reoccur in future years.

The organisms, while not toxic to shellfish (principally oysters), do cause toxic responses when

consumed by humans. Red tide has caused shut down of oyster reefs during winter holiday

seasons when oysters are at peak demand and price. Increased monitoring and research to

identify and predict potential onslaughts of harmful outbreaks can help ameliorate adverse future

impacts. Hurricane Katrina’s removal of native plant vegetation in certain areas has also

facilitated the colonization of highly opportunistic invasive species, such as Cogon grass,

Chinese Tallow and Giant Salvinia. A program to monitor and control the spread of these

noxious species has been undertaken.

I. New, More Comprehensive Federal Fishery Regulations – Mississippi, in concert with other

Gulf States, jointly manages many species of fish with the National Marine Fisheries Services

and the Gulf of Mexico Fishery Management Council. Ever-increasing regulations on tuna,

mackerel, red snapper and other federally managed fishes, as well as regulations on the

threatened or endangered species like sea turtles and marine mammals, will require concomitant

activities on the part of the State. DMR experiences increased manpower and out-of-state travel

impacts to address these external issues and adequately represent Mississippi interests on this

interstate Council.

J. Public Perception Impacted by Media Coverage of Coastal Events – Media coverage of

events that impact the Mississippi Gulf Coast, including Hurricane Katrina and the Deepwater

Horizon oil disaster, can create both opportunities and challenges. Increased national awareness

of the intricate inter-relationships that create the fabric of our unique way of life can draw people

and resources to our area. However, when misperceptions are created as a result of that media

coverage, our work can become more complicated. In the case of the Deepwater Horizon, media

attention has caused substantial distrust in the safety and quality of seafood harvested from the

Gulf. This despite the fact that seafood quality inspections are more rigorous than ever, resulting

in the probability that Gulf seafood is safer than ever before. Additional resources will be

needed to effectively market Mississippi seafood in the face of public distrust.

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5. Internal Management System – DMR

A. Management Policies in Place: DMR’s management policies are issued as a numbered set and

maintained for quick reference in each office. All new employees are required to review and

acknowledge in writing that policies have been read and are understood. As new employees

begin work and/or as policies are added or modified within the management series, it is the

responsibility of each office supervisor to review contents with their employees. An annual

review session is scheduled to re-emphasize the importance of these policies to all employees.

Included within this series are policies covering personnel management, travel records

management, duty hours, procurement, correspondence, conduct of public hearings, etc.

B. Operational Procedures: A management operations policy series is in place that addresses

DMR operations, security, and property procedures. These procedures are reviewed in a similar

manner to those for management policies, explained in the above paragraph. Included in the

operational procedures series are instructions and policy guidance applicable to property use and

management, aircraft, vehicle and boat usage, security, computer and software management,

business continuity and disaster recovery, media releases and safety.

C. Tracking Procedures: The Department of Marine Resources has established an integrated

management and performance measuring approach that addresses functional area and program

accomplishments. Program and project managers consider the effects of potential adverse

occurrences related to external forces during project development and develop contingency plans

to make interim program adjustments as required to address problems. Approaches and

strategies to accomplish programs are developed and laid out with interim goals and project

scheduled milestones. Performance reviews (including quarterly program reviews) are utilized

to assess interim progress and to make mid-course corrections if required, due to changing

conditions. Employees are encouraged to work together in teams (including cross-functional

teams) wherever possible to achieve group performance goals. Employees’ individual

performance plans are derived from the Department’s strategic program goals, project objectives

and project deliverables. Projects and on-going programs are implemented and/or operated in

accordance with program implementation plans and operating procedures to ensure consistent

methods are followed, allowing DMR to address all of its permitting and regulatory

responsibilities. These implementation plans call out performance measures applicable to each

activity, including deliverables and schedules.

D. How Performance Evaluation Impacts Budgeting of Funds: The Department of Marine

Resources’ integrated management and performance measurement approach, described in

paragraph C (on the previous page), also serves as input to the budgeting process.

Performance achievements are measured during staff meetings on high profile projects, quarterly

program reviews and more frequent interaction between project managers and project workers.

Achievement goals have been established for all program areas with attention to results rather

than just activity. Performance is also measured through external grant reporting mechanisms

required for federal and other external grants. Agency project awards with monetary grants

through legislatively managed programs are managed by DMR and require project plans from

external organizations designated for project award that describe project objectives and expected

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accomplishments. Project award letters ask for interim reports on complex projects, final reports

for all awards, and performance of external audits where legislature-approved funds are

expended.

Periodic planning sessions are scheduled to relate information gathered on program

accomplishments versus budgeted program performance measures contained in the annual

budget submission. This information, when combined with external inputs from stakeholders,

the Commission on Marine Resources, and established dialog with cooperating agencies

(including co-funded programs), is utilized to develop guidelines for out-year strategic planning

and related budget development.

Appendix A. Enabling Legislation and Mandates

As a State agency, the Department of Marine Resources derives its authority and mandates for action

from a variety of state laws. A summary of the various laws that affect the operations of the

Commission on Marine Resources and the Department of Marine Resources follows.

Boat and Water Safety Act § 59-21-111, et. seq.

The Boat and Water Safety Act grants the Commission on Marine Resources the authority to exercise

the duties and responsibilities of the Mississippi Boat and Water Safety Commission on the marine

waters of the State. The Commission has the power to promulgate rules and regulations for marine

boating and water safety.

Marine Litter Act § 51-2-3, et. seq.

The Marine Litter Act defines the duties and responsibilities of the Commission on Marine Resources in

the regulation and control of litter in and along the State’s Coastal waters.

Derelict Vessels Act § 49-15-13, et. seq.

The Derelict Vessels Act defines a derelict vessel and gives the Department of Marine Resources the

authority to remove such vessels from coastal wetlands. The owner of a derelict vessel is liable to the

State of Mississippi for the restoration of any damage the derelict vessel caused and for the cost of

removing the vessel.

Marine Resources Council Act § 57-15-1, et. seq.

The Marine Resources Council Act designates the Mississippi Commission on Marine Resources as the

Marine Resource Council and establishes the duties and responsibilities of the Council. The Council is

charged with exploring, developing, conserving, and marketing the underwater natural resources of the

State, particularly those resources lying offshore in the coastal waters. The Council is directed to

coordinate with other institutions and agencies of state government in accomplishing its task. The

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Council is also directed to prepare and implement a coastal program in accordance with the Federal

Coastal Zone Management Act of 1972, as amended.

Mississippi Seafood Laws § 49-15-1, et. seq.

The Mississippi Seafood Laws were enacted in recognition of “…the need for a concerted effort to work

toward the protection, propagation, and conservation of its [Mississippi’s] seafood and aquatic life in

connection with the revitalization of the seafood industry in the State of Mississippi…”. Article 5 of the

Law establishes the Commission on Marine Resources and vests it with full power to regulate matters

pertaining to saltwater aquatic life and marine resources.

Public Trust Tidelands Act § 29-15-1, § 29-15-9

The Public Trust Tidelands Act defines the tidelands and creates a public trust fund with revenues

derived from their lease rental. The Secretary of State administers the trust fund. Part of the trust fund

is returned to the local taxing authority to replace lost tax revenues. Remaining funds are “disbursed to

the Commission (Commission on Marine Resources) for new and extra acquisition, education, or the

enhancement of public access to the public trust tidelands or public improvement projects as they relate

to such lands”.

Channel Maintenance Act § 49-27-1, et. seq.

This chapter authorizes the DMR to serve as the primary state agency for coordinating channel

maintenance along the Gulf Coast. The Department will seek to add a coastal engineer to its staff to

assist in the development of a comprehensive plan for long-term channel maintenance and will facilitate

the financial assistance process for such projects.

Coastal Wetlands Protection Act § 49-27-1, et. seq.

The Coastal Wetlands Protection Act defines wetlands and sets forth the state’s public policies affecting

them. The State favors “…the preservation of the natural state of the coastal wetlands and their

ecosystems, the prevention of the despoliation and destruction of them, except where a specific

alteration of specific coastal wetlands will serve a higher public interest with the public purposes of the

public trust in which coastal wetlands are held”. The law offers direction in determining the appropriate

type and location of wetlands development.

Marine Resources Law § 57-15-1, et. seq.

This chapter mandates that the Department of Marine Resources is the lead agency for implementing the

Mississippi Coastal Program, for administering outer continental shelf trust fund programs, and that they

Department shall provide one-stop permitting services for all permitting activities in the three (3) coastal

counties.

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Mississippi Gulf Coast National Heritage Area Act § 108-447 (passed by the U.S. Congress

12/8/04) and § 108-792 (passed by U.S. Congress 9/30/05), et. seq.

The 2005 Consolidated Appropriations Act established the six coastal counties of Mississippi as a

“Heritage Area” uniquely characterized by the coastal and riverine environment and the diverse cultures

that have settled in the area, and further designated the DMR as the coordinating entity for protecting,

preserving and fostering the cultural, historical, archaeological, natural and recreational resources of the

area.

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Appendix B: Other Information

Mississippi’s coastline occupies a very key position, almost near the geographic center of the United

States coastline, bordering the Gulf of Mexico. Geographically speaking, Mississippi is in the center of

a very dynamic, growing area of the world. The Gulf Coast area provides Mississippi with one of its

greatest physical and economic resources. Its beauty is unique with coastal marshes, bays and barrier

islands. The coastal area contains very significant commercial and recreational finfish and shellfish

resources that have been of economic significance to the area since its first settlement. While viable and

productive, many problems plague the greater Gulf area, such as hurricanes, fish kills, toxic “red tides,”

areas of low dissolved oxygen or dead zones, closed shellfish beds, loss of high productivity wetlands,

shoreline erosion, and fisheries being threatened by pollution or over-exploitation. All of these

problems directly or indirectly affect coastal Mississippi’s economy and well-being.

The Department of Marine Resources actively works in various cooperative federal and interagency

state programs to: 1) communicate Mississippi’s interests and concerns and 2) participate in cooperative

leadership efforts to address these greater Gulf problems that can adversely affect Mississippi.

Resources management initiatives by other agencies offer considerable opportunity for DMR to leverage

its scarce state resources with matching efforts. DMR must aggressively pursue cooperative efforts;

without these, we cannot address the complex interactions within the larger coastal marine systems.

DMR also plays a critical role in supporting coastal economic development in carrying out marine

resources management practices, managing state-owned wetlands that influence marine fisheries

productivity, exercising permitting authority and coordinating with other agencies for permitting

consistency to represent Mississippi’s economic and natural resources interests. The Mississippi Coastal

Program, which is maintained with local, state and federal government inputs, provides a coordinated,

approved plan for ensuring wise development in coastal Mississippi. A significant DMR function is

providing sound recommendations to the Commission on Marine Resources for regulatory and

permitting actions. This requires an increased understanding of a dynamic and complex coastal

environment and its people. The Department is committed to gathering, improving, and preserving

management information that will provide a factual basis for resources management decision-making.

The Department is increasing its efforts toward communicating a marine resources stewardship

challenge to the public. All marine resources users, even short-time coastal visitors, are encouraged to

feel responsibility for the long-term sustainability of the Mississippi Gulf Coast. DMR invites interested

citizens to be involved in mechanisms for public input and support of the DMR strategic plan, such as

public hearings for comment on major permitting actions, public meetings, fishing rodeos, and beach

clean-up efforts.

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Appendix C: Acknowledgements The Department of Marine Resources gratefully acknowledges the following contributors who

participated in the development of the 2018-2022 DMR Strategic Planning Process:

The Commission on Marine Resources

The dedicated employees of the Mississippi Department of Marine Resources

The Citizens of the State of Mississippi, whose valuable input through numerous public hearings

and constructive comments have shown concern for and a sharing of the stewardship role for

management of Mississippi’s coastal resources.

The National Oceanic and Atmospheric Administration.

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Documents

Strategic Plan FY06 - FY10 Draft - Mississippi · water in the spring of 2011 through various diversions to minimize impact on people of the flooded Mississippi River system have